The Learning Value of the Job as a Driver of Employee Commitment and Job Satisfaction in Public Organisations

Abstract

The transformation of Poland's public organisations poses new challenges for their employees. Growing social expectations regarding the quality of social services increase the importance of employees' development and commitment. This requires that special attention be paid to the learning value of the job, which not only enhances employees' commitment to the organisation but also positively influences their development and job satisfaction. This paper attempts to answer the question: what is the extent of the learning value of jobs in organisations in the public sector and is the learning value of the job connected with organisational commitment of employees and their job satisfaction? Empirical research is used in service to answering these questions.

The impact of job content on employability and job performance in public organizations

“…Employability has been found to mediate the relationships between HRM practices and employee commitment (Akkermans et al, 2019). Simultaneously, employee commitment is considered to be a significant factor influencing work performance (Marzec et al, 2014); hence, it can be supposed that employability will also mediate the relationships between the learning value of a job, job variety and the job performance of public employees. Consequently, hypotheses H2 and H3, in conjunction with the hypotheses H4 and H5, are directed toward a mediating role of employability in the relationship between the learning value of the job and job variety and employability outcomes.…”

“…Rigid, top-down control and high specialization, which are characteristic of public organizations, reduce job variety and the learning value of the job ( Van der Heijden, 2006;Marzec et al, 2014). In light of the results obtained, it is crucial to start to restructure jobs in public organizations in a manner which enables their employees to expand their functional flexibility,5 and polyvalence and maximize their work output.…”

“…However, because many jobs in public organizations need a high level of specialized knowledge, these practices must be adjusted to the specific demands of the job. The optimal time to hold the same job position should be determined, and horizontal movements of employees, which are relatively rarely practiced in public organizations, are also recommended (Marzec et al, 2014). Because they can result in the destabilization of work processes and accomplishment of public organizations' aims, which usually require long-term stability and continuity, careful consideration should be given to whom this practice involves.…”