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The nine facets of job satisfaction Methodology: Spector, Paul (1997), data of Lithuanian business company surveyed in 2013.
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The importance of studies on work-related values and attitudes is obvious as values are ascribed a central role in determining the fit between individuals and the employment organization. Responding to the importance of the issue, the paper emphasizes the meaning of the individual and organizational values’ fit for the organization, its possibility...
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... biggest benefit to the overall job satisfaction is contributed by supervision, co-workers, and communication scales, while the least contribution to overall job satisfaction is made by promotion and fringe benefits scales. Figure 2 shows nine facets of job satisfaction, which are summed up to the overall satisfaction with the variable correlation between job satisfaction, and other research variables are calculated. We can see that employees' opinion varies (measured by mean scores) depending on the scale (the employees are least satisfied with fringe benefits and promotion possibilities, and most satisfied with supervision and co-workers' scales). ...
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... in the workplace for activities unrelated to one's work, stress, and anxiety (Gulbovaitė, 2017). Employees give more importance to selecting organizations whose values match their own over how much they will be compensated for their work (Diskiene, D. & Gostautas, V., 2013). ...
This study gives emphasis on how a values-based Performance Management System can lead to promoting congruence between organizational core values and the personal values of employees. Specifically, this study focuses on a tertiary higher education institution located in Manila, Philippines and how a values-based Performance Management System may be designed in order to achieve congruence of values. Congruence contributes to success by ensuring that the behaviors exhibited by employees in the workplace are strategically aligned with the vision, mission, goals, and objectives of the organization. Competence, commitment, and compassion are the core values of the organization in this study. The definitions and hallmarks of the core values were established through the interviews with university administrators. To establish a values-based Performance Management System, the core values were translated into competencies and behavioral indicators which may be incorporated in performance appraisal. This institutes a values-based competency model for managing the performance of an organization’s human capital, which has the goal of sustainably strengthening the congruence of values.
... Another study conducted by Gorenak and Kosir (2012) found that organizational values had a statistically significant effect on employee performance, especially on employee loyalty and employee perceptions of organizational image. Another study by Diskiene & Gostautas (2013) found that the match between individual values and organizational values had a significant effect on performance. ...
Employees are required to be ready to face organizational change and have competencies that are in line with the development of science and technology which is the implementation of bureaucratic reform. This study aims to develop a model to prepare individuals to deal with, and respond to, changes and their impact on the performance of the individual within an organization. Change-oriented leadership, employee adaptability and the internalization of organizational values are indicated as important antecedents to the readiness for change, which, in turn, will affect individual performance. Data were collected from 116 respondents as employees in the National Statistics Office (NSO) of Central Java Province, Indonesia. The analytical method used SEM (Structural Equational Modeling) to test the hypotheses and Sobel Test was used to test the effect of mediating variables in the model. This research conclude that change-oriented leadership, employee adaptability and organizational values, have a positive and significant influence on readiness to change. Once the employees have high level of readiness to change, it will influence their performance.
... Occupational values are a multidimensional construct and an important antecedent of many organisational phenomena. Therefore, many studies have already been performed in this field, in both the private (Diskiene & Goštautas, 2013;Froese & Xiao, 2012;White, 2006) and public sector (Ravari, Bazargan-Hejazi, Ebadi, Mirzaei, & Oshvandi, 2013; Verplanken, 2004). Through the process of socialization, individuals internalize certain values and beliefs. ...
... These shape their moral judgement and become a launching pad from which their thoughts, attitudes, choices, decisions, behaviours and actions are formed (Ravari et al., 2013). Some studies explore the values on the individual level, others on the organisational level, while others still explore both dimensions (Diskiene & Goštautas, 2013). Occupational values are also permeated by general values, as are all other aspects of life (Frieze et al., 2006). ...
The purpose of the paper is to examine the relationship between perceived importance of occupational values, assessed work climate and selected demographic characteristics of Slovenian police employees, and their job satisfaction. A total of 1,848 police service employees completed a comprehensive online questionnaire. In order to formulate the
factors of perceived importance of occupational values and work climate, factor analysis was applied. A multiple linear regression analysis was performed to identify the predictors of job satisfaction. The results indicate the impact of all studied factors on job satisfaction, the strongest one for work climate, followed by demographic characteristics and the perceived importance of occupational values. The awareness of the impact of those factors on job satisfaction might be very useful when deciding about the managerial approaches that result in higher job satisfaction and, indirectly, in better performance of police service.
... Some interviewees remarked that values originate from an employee's background, while others noted that it is the banks' responsibility to install and build employee values. Confirming sample banks' views Diskienë and Goštautas (2013) indicated that the fit between these two types of values is significant for organisations, for example enhance job satisfaction. ...
... At the time of selection, these specified values were compared against predefined organisational values to make sure the bank recruited the more suitable employee. The fit between individual values and organisational values supports study by Diskienë and Goštautas (2013). ...
Businesses around the world proclaim their employees as being the corporation’s most valuable resource. The field of human capital (HC) is not a new one and, studies focussing specifically on HC and its importance to organisations have been published in the academic press for several decades (Amit & Zott, 2001; Barney & Wright, 1998; Otoo & Mishra, 2018; Wernerfelt, 1984). However, despite continuous research attention, HC remains underdeveloped and an under- researched concept (Gambardella, Panico, & Valentini, 2015; Lewis & Heckman, 2006; McDonnell, 2011). Specially, there is an absence of uniformity in the meanings of term human capital, thus, this exploratory research inquired from those who make use of the concept to define it. Research methods will include interviews with 10 banks in Sri Lanka and New Zealand and secondary sources. Data analysis was carried out using content analysis. The findings revealed that there is a greater likelihood of banks in both countries defined the term HC in a similar way to a greater extent though the differences exist. The findings further, offered an insight for future investigations on how the definition of a developing country differ from that of a developed country.
... Previous literature has suggested that successfully meeting job expectations required an environment where trust is high, the quality of supervision is perceived to be good, and the relationship between supervisors and subordinates is positive (Carleton & Clain, 2012;Diskiene & Gostautas, 2013;Finney et al., 2013;Griffin, 2006). Taxman and Gordon (2009) found that consistency, equity, and fairness in employee relations contributed to trust in decision-making processes and, to some degree, trust in the decision maker as well. ...
Prison wardens manage both external pressures and internal challenges that affect work-related stress. Using data from a national survey of prison wardens, we examined the impact of conflicting job expectations, workload, and job autonomy on work-related stress among prison wardens. The ordered logistic regression results showed a significant and positive relationship between conflicting job expectations and work-related stress. The results also showed a significant and positive relationship between unmanageable workloads and stress on the job. We found a negative and significant relationship between job autonomy and work-related stress, though the relationship was relatively weak. The importance of this study lies in its ability to help isolate factors that affect job stress among prison wardens, which in turn may produce better organizational support, management, and human resources policy to improve conditions for prison wardens, staff, and inmates.
... To date there has been no empirical research on a possible relationship between hope theory and job satisfaction. As an indicator of an employees' attitude towards their jobs and different aspects of their jobs [37], job satisfaction has been found to be related to both individual and organizational values [38,39]. Higher levels of job satisfaction have been linked to higher levels of job performance [40], organizational commitment [41], organizational citizenship behaviors [42], and loyalty to the organization [43]. ...
The majority of research on groups and organizations has focused on the negative consequences of organizational life, but few studies have focused on how positive traits and qualities, such as hope, may impact groups. In this study we examined the relationship between hope, organizational cynicism and global job performance. All full-time employees (n = 95) of an educational institution were surveyed using existing scales for organizational cynicism (alpha = 0.94), hope (alpha = 0.87), and global job satisfaction (alpha = 0.87). Hierarchical regression confirmed existing research and suggested a negative relationship between organizational cynicism and job satisfaction (p < 0.001), and also provided evidence of a positive relationship between hope and job satisfaction (p < 0.05). Follow-up analysis showed hope partially mediated the negative relationship between organizational cynicism and global job satisfaction (p < 0.01). This study contributes to the existing literature by discovering a positive relationship between hope and job satisfaction, as well as evidence of partial mediation in regards to organizational cynicism. Hope, which has been characterized as both a state of mind and a personal trait, appears to counter the negative effects of organizational cynicism. This suggests hope may allow individuals a means to address negative workplace attitudes and conditions.
A congruência de valores culturais e a humildade nas organizações contribuem para o desenvolvimento e desempenho organizacional. Analisar o alinhamento cultural da percepção dos líderes e dos seguidores de uma organização, no que diz respeito aos comportamentos humildes expressos, é o objetivo principal deste artigo. Apoiando-se em um estudo de caso único de abordagem descritiva qualitativa, a investigação conduziu entrevistas embasadas em roteiro semiestruturado em uma organização de comercialização de energia. Os resultados mostram a existência de subgrupos de culturas diferenciadas que limita a evolução organizacional desejada, bem como constatam uma concepção idealista de comportamentos humildes dos líderes, inibindo os efeitos que a humildade pode gerar às práticas organizacionais. A adoção de comportamentos humildes pelos líderes tende a reforçar o alinhamento cultural e dá suporte aos valores sensíveis à cultura da empresa. Aprofundar investigações acerca dos comportamentos humildes é uma oportunidade cara às práticas organizacionais.
Research on value congruence primarily focuses on the assumption that values symbolize desirable behaviours and ideas that employees and organizations attempt to achieve. Person-organization fit generally is labelled as a degree of compatibility between person's values and organizations values, which acts as a primitive factor in any organizations success. Organizations should achieve person-organization fit if there exists a value congruence between the personal values of the employees to that of the organizational values. This study examined the impact of value congruence as a key driver in achieving person-organization fit and its implications on job satisfaction and stress. The study was conducted on a sample of 258 employees working in a public sector steel manufacturing industry. This research incorporated a factor analysis method to analyze the data and conclusions were drawn further.
Buku "KEPEMIMPINAN KEUSAHAWANAN untuk pemimpin pendidikan Dalam Mendepani Cabaran Dunia VUCA" ini merupakan sintesis pelbagai teori yang datang dari pelbagai disiplin ilmu seperti perniagaan, pendidikan, psikologi,sosiologi dan sebagainya. Matlamat utama buku ini adalah untuk memperkenalkan model kepemimpinan keusahawanan sebagai model yang boleh dijadikan panduan oleh pemimpin pendidikan dalam membangungkan kompetensi diri, pasukan dan organisasi terutama sekali dalam berhadapan dengan cabaran dalam persekitaran VUCA. Justeru, model bersepadu kepemimpinan keusahawanan yang diperkenalkan dalam buku ini memberi kefahaman baharu bagaimana dimensi kepemimpinan boleh diintegrasikan dengan orientasi keusahawanan dan diaplikasikan dalam konteks kepimpinan pendidikan.
