IntroductionA large body of research in workplace incivility has largely been conducted in the West, while in Asia, it is still relatively limited despite its close relationship to local cultural norms. The purpose of this study was to explore workplace incivility experienced by employees in Indonesia and develop a workplace incivility scale based on the behaviors identified.MethodsThis research was divided into two studies. The participants in the first study were 217 employees asked to answer questions on whether they had experienced or had seen their co-workers experiencing incivility from co-workers or supervisor. The second study was the development of a workplace incivility scale based on the findings of the first study. The scale developed was tested on 561 participants in the second study. The participants were representatives of the various regions in Indonesia.ResultsMost participants (88%) reported that they have experienced incivility by their coworker and/or their supervisor. The study found five factors of incivility behavior: personal affairs’ intervention, abandonment, unfriendly communication, inconsiderate behavior, and privacy invasion. We found a set of behaviors that are similar to the original construct of workplace incivility; yet another distinctive behavior also emerged, which we identify as a unique, culturally influenced workplace incivility.ConclusionTherefore, research of workplace incivility should take the specific behavior in each culture into account. Construct validity of workplace incivility scale that we developed in this study is satisfying, although further comprehensive validity testing might be required.
This study aims to determine whether there is any effect method of work motivation and job satisfaction toward organizational commitment and honorary employees at PT X. Every organization always has a certain goal to obtain. One of the important things in achieving the goal is a strong and good human resource department. The Employees commitment is one of the keys for organization and productivity in order to face the competition, with 60 people as a subject consisting of 54 men and 6 women. The questionnaire used were 30 item of work motivation by Tan and Waheed (2011), 36 items of job satisfaction by Spector (1994) and 24 items of organizational commitment by Allen&Meyer (1991). Based on the result obtained, among work motivation, job satisfaction and organizational commitment indicates that work motivation and job satisfaction jointly had a significant effect on organizational commitment.
Accountability is an imperative element of organizations that Human Resource Management establishes as a behavior guideline. It encourages employees to be responsible for decisions and actions they took. Employing Social Cognitive theory, this study aims to investigate the mechanism of how formalization influences employee accountability. We hypothesize that this relationship is mediated by managerial monitoring behavior and perceived competence. Data was collected from 331 employees of a government agency in Indonesia. Structural equation modelling analysis reveals that (1) formalization directly and indirectly influences employee accountability, and its direct effect is higher than its indirect effect, suggesting the importance of formalization system in Human Resource Management; (2) the contribution of perceived competence as a mediator between formalization and employee accountability is higher than the contribution of managerial monitoring behavior, suggesting the importance of micro-foundations of Human Resource research; (3) the relationship between formalization and employee accountability was serially mediated by managerial monitoring behavior, which was preceded by managerial monitoring behavior for task performance and continued by managerial monitoring behavior for interpersonal facilitation This study contributes to international Human Resource Management literature by explaining the mechanism by which formalization affect accountability.
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