Work and Organizational Psychology

Rothmann, Sebastiaan; Cooper, Cary L.

doi:10.4324/9781315717470

Cited by 35 publications

(30 citation statements)

References 18 publications

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“…Absenteeism is the failure of workers to report on the job when they are scheduled to work (US Department of Labor, 1972). It has been found to share an inverse relationship with work satisfaction (Rothman and Cooper, 2008). Employees who are absent more frequently from work tend to have low job satisfaction (Nazir, 1998) or high job stress (Johns, 1997).…”

Section: Work Outcomes (Y)mentioning

confidence: 99%

“…Feedback is the degree to which an individual is able to obtain direct and clear information about the effectiveness of his work performance from the job itself (Hackman and Oldham, 1976). Receiving effective feedback regularly provides workers with information about the quality of their performance from the job itself and from co-workers and customers (Hackman and Oldham, 1980), which will enable them to adjust their goals and gain better recognition (Rothman and Cooper, 2008).…”

Section: Task Significancementioning

confidence: 99%

“…Recognition for good performance can be in the form of a monetary benefit, such as a salary increment, or non-monetary benefits, such as a promotion and praise (Hulin, 1968). Recognizing the efforts of good performers shows that good work will be compensated (Rothman and Cooper, 2008).…”

Section: Task Significancementioning

confidence: 99%

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Redesigning facility management operatives’ jobs to increase work outcomes

Ling

Wong

2016

Journal of Facilities Management

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Purpose – The purpose of this paper is to recommend strategies for designing facility management (FM) workers’ jobs so as to boost their work outcomes. FM operatives/workers form the backbone of the labour force in property maintenance. Work outcomes are determined by: internal work motivation; quality of work performance; job satisfaction; turnover; absenteeism; and stress level. Design/methodology/approach – The paper is based on a questionnaire survey. Data were collected from FM workers via face-to-face interviews. The data were subjected to t-test and correlation analysis using SPSS software. Findings – It was found that FM workers have significantly high work outcomes, which are measured as internal work motivation, quality work performance and job satisfaction. They have significantly low absenteeism. FM workers whose jobs have the following characteristics – using a range of skills to execute a variety of challenging activities; freedom to carry out activities with discretion; and opportunities for doing interesting work, leadership, promotion, training and upgrading – are likely to have higher-quality work performance, internal work motivation and/or job satisfaction. Research limitations/implications – The sample size is relatively small. Additionally, given the diverse nature of the work that FM workers do, the job characteristics identified may not be exhaustive enough. Practical implications – Recommendations are made to improve the work outcomes of FM workers through job design. These include ways to increase FM workers’ sense of accomplishment and to provide them with job stability. This will help to ease the labour shortage, and address the low-productivity issues faced by employers in the FM industry. Originality/value – This paper contributes to knowledge by identifying the job characteristics that significantly affect the work outcomes of FM workers. Employers may use the findings to redesign their FM workers’ jobs so as to boost their work outcomes.

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Section: Work Outcomes (Y)mentioning

confidence: 99%

Section: Task Significancementioning

confidence: 99%

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Redesigning facility management operatives’ jobs to increase work outcomes

Ling

Wong

2016

Journal of Facilities Management

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“…The finding that being able to use a variety of skills (X3) can drive FMs to use resources more efficiently is consistent with Rothmann and Cooper (2008). Using a variety of skills (X3) gives workers the opportunity to use their knowledge and experience (Ling and Wong, 2016), which leads to their ability to use resources efficiently.…”

Section: Discussion On the Association Between Work Outcomes And Job Situational Factorsmentioning

confidence: 57%

Effect of job situational factors on work outcomes of facilities managers

Ling

Zhang

Tay

2021

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Purpose This study aims to investigate how the situational factors that facilities managers (FMs) in Singapore face in their jobs affect their work outcomes. Job situation factors such as types of tasks, interpersonal relationships in teams, supervisors’ actions and advancements opportunities are classified into job characteristics, social environment characteristics, leadership and organisational practices categories. Design/methodology/approach Based on a systematic literature review, a questionnaire was designed to collect data on work outcomes and job situational factors from FMs working in public housing estates in Singapore. Using the Statistical Package for the Social Science software, inferential statistical analyses were carried out. Findings FMs reported that they used economical means and resources to carry out their work significantly frequently and achieved significantly high productivity. Complaints are received significantly frequently and maintenance defects are regularly encountered. Many of the job situational factors are present and found to be significantly correlated with work outcomes and some of these may be used to predict FMs’ work outcomes. Based on the correlation results, the frequency of complaints from residents may be reduced through the following ways: make FMs’ work tasks less challenging; reduce the variety of work tasks that FMs need to execute; reduce FMs’ work volume and speed of work. Research limitations/implications This study is limited to FMs managing public housing estates in Singapore. The work outcomes are self-reported, and thus susceptible to bias. However, as the respondents reported significantly frequent complaints and defects, this might indicate that the bias is not serious. Practical implications FMs’ jobs should be broken down into small parts/tasks and assigned to different FMs to specialise. This makes FMs’ tasks less challenging, and allows them to specialise to increase their productivity, improve their quality of work and overcome the problem of high work volume or demanding work speed. By adopting job specialisation, the frequency of receiving complaints from residents may be reduced. Originality/value This study discovered strategies to reduce the number of complaints from residents of public housing about facilities management. The contribution to knowledge is that complaints by residents on facilities management can be reduced by adopting job specialisation but not job enlargement. Decomposing work into different tasks and allowing FMs to focus on a few tasks would lead to a reduction in complaints. It also enables FMs to master the skill and complete the tasks without much oversight or supervision.

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“…Furthermore, the DE needs to unlearn their old-fashioned/outdated habits and behaviours and learn new skills and behaviours which will help them in dealing with the digital era. Rothmann and Cooper (2015) agree that they have highlighted the vital need for training as a strategy that should be linked to the business needs, measurements of results and performance effectiveness of the HEIs. Karunaratne, Peiris and Hansson (2018) have identified several factors which are essential for successful and sustainable e-learning.…”

Section: Effectiveness Of E-learningmentioning

confidence: 99%

Factors essential for successful and sustainable e-learning

Deliwe¹

2021

7th International Conference on Higher Education Advances (HEAd'21)

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E-Learning has been viewed as a positive initiative in Higher Education Institutions (HEIs), as it is said to improve opportunities for critical thinking, develops better problem solving abilities and assists in improvement of productivity and efficiency of employees. For HEIs to benefit from the advantages of e-learning there needs to be continuous research done on how best can HEIs ensure that there is successful and sustainable e-learning. Secondary data literature was reviewed and in collecting primary data six participants from one of the South African HEIs (UKZN) were interviewed. Information gathered through primary data collection was in line with the information obtained from literature. The difference was when the primary data revealed additional factors which are essential for successful and sustainable e-learning. These includes the importance of finances and regular discussions and engagements with champions/experts and research in the field of e-learning. Most of the literature highlights the importance of engagements with students, faculty and academic staff and not much emphases is placed on engagement with all stakeholders. This paper concluded by providing recommendations which needs to been considered by HEIs on how best they can achieve successful and sustainable e-learning.

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Work and Organizational Psychology

Cited by 35 publications

References 18 publications

Redesigning facility management operatives’ jobs to increase work outcomes

Redesigning facility management operatives’ jobs to increase work outcomes

Effect of job situational factors on work outcomes of facilities managers

Factors essential for successful and sustainable e-learning

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