Purpose- This study aimed to examine the predictive role of organizational-based self-esteem and organizational identification on turnover intention while also studying the mediating effect of organizational trust among employees across five organizations. Design/Methodology- This study utilized the cross-sectional research design and quantitative approach for data collection. The study sample comprises 131 employees drawn from five organizations with a mean age of 33.15 years (SD, 7.97). Standardized instruments (questionnaires) were used for data collection. The IBM-SPSS Statistics and Hayes PROCESS macro (model 4) was used for testing the hypotheses and conducting the mediational analysis. Findings- The results of the study revealed a significant negative relationship between organizational-based self-esteem and turnover intention (β= -.33, p < .01), and also a significant negative relationship between organizational identification and turnover intention (β=-.29, p < .01). Organizational trust was also found to mediate both relationships. Practical Implications- The results of this study highlight the importance of organizational-based self-esteem, organizational identification and trust in reducing turnover intention. The study recommends that to keep employees in the organization, human resources management (HRM) needs to foster trust, build practice that will promote identification and attachment, and enhance the relationship between the organization and employees.
Purpose: The underlying factors connecting psychological contract fulfillment (PCF) to attitude towards organizational change (ATOC) have not received much attention in organizational behavior literature. Hence, this study examined the mediating role of affective commitment (AC) and the moderating role of empowering leadership (EL) in the relationship between PCF and ATOC among employees in private organizations. Design/Methodology: This is a quantitative cross-sectional survey. Systematic sampling was utilized for collecting data from employees in private organizations in Delta State, Nigeria, via standardized self-report measures. The sample consisted of 224 employees with a mean age of 28.56 and a standard deviation of 6.41. Regression analysis (Model 1 and 4 of Hayes PROCESS Macro) was used for testing the hypotheses through IBM SPSS version 26. Findings: The results showed that PCF and AC were positive and significant predictors of ATOC. The results also revealed a significant mediating effect of AC and a moderating effect of EL in the relationship between PCF and ATOC. Practical Implications: Human resources management (HRM) in private organizations should promote practices that enhance employees' attachment to the organization. Also, top managerial staff should be encouraged to practice empowering leadership because it promotes positive workplace behaviors. Originality/Value: The present study enhances and brings new critical knowledge regarding the mediating role of AC and the moderating role of EL in the relationship between PCF and ATOC.
This study examined team communication and mutual support as drivers of work performance among team members in the organization. The cross-sectional research design was used and with standardized instruments, data were collected from 133 participants from manufacturing organizations consisting of 63.9% males and 36.1% females whose age ranged from 21-54 years with a mean age of 31.71(SD, 8.7). Work performance was grouped into task performance, contextual performance and counterproductive work behaviour. The hypotheses were tested with the simple regression analysis. Data analysis revealed that team communication positively predicted task performance (β = .56, p < 0.01) and contextual performance (β = .55, p < 0.01) while it negatively predicted counterproductive work behaviour (β = -.21, p < 0.05). Also, mutual support positively predicted task performance (β = .80, p < 0.01) and contextual performance (β = .80, p < 0.01) while it negatively predicted counterproductive work behaviour (β = -.17, p < 0.05). The study recommends that management should encourage employees to work together and also educate them on these key behaviours (communication and mutual support) to help enhance employee performance in the organization.
This study analyzed how students in Indonesia and Nigeria used Project-Based Learning to develop their entrepreneurial skills. Qualitative methods with observation and documentation instruments used in this study. The success of the Project-Based Learning strategy is evaluated by reviewing projects completed by students. The findings of this study can be used by universities in Indonesia, Nigeria, and other countries as an alternative learning strategy. This research has never been done before because it examines entrepreneurial skills using Project-Based Learning in the context of Indonesia and Nigeria. The results obtained in Nnamdi Azikiwe University and Universitas Bengkulu<strong> </strong>indicated that PjBL approach increases students’ entrepreneurship skill development, creative thinking, and problem solving. These are very important for future entrepreneurial endeavours. Hence, PjBL is an effective method that can be used to enhance the entrepreneurial skill of students compared to the traditional class structure where the teacher or lecturer do more of the teaching with less students’ involvement. This study provides an alternative option for developing entrepreneurial skills through project-based learning in both Indonesia and Nigeria.
Research on the underlying factors connecting workplace fun and job satisfaction in public organizations is in dearth. Based on the aforementioned, this study examined the moderating effect of perceived organizational support (POS) in the relationship between workplace fun and job satisfaction. A cross-sectional design was adopted for the study. The convenience sampling technique was used for selecting 167 university administrative staff consisting of 58 males and 109 females. Standardized self-report measures were adopted for data collection while the regression analysis (complemented with model 1 of Hayes' PROCESS Macro) was used for testing the hypotheses via the IBM-SPSS version 25. The results indicated that workplace fun positively and significantly predicted job satisfaction. POS was positively and significantly related to job satisfaction but did not moderate the relationship between workplace fun and job satisfaction. The research findings suggest that workplace fun and POS are salient factors for the experience of satisfaction at work. It is recommended that workplace fun should be encouraged and supported by the organization as this has a unique way of improving job satisfaction.
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