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.
In this study, job insecurity and entrepreneurial intention were explored to determine their relationships with counterproductive work behavior. A total of 257 bankers from 23 banks in Awka, Anambra State, Nigeria served as respondents in the study. The participants were selected using stratified sampling method. Out of the 257 participants 142 (55.3%) were males while 115 (44.7%) were females. The ages of the participants ranged from 20 to 50 years with a mean age of 29.41 years and standard deviation of 7.08. Counterproductive work behaviour was measured using a 10-item scale. Job insecurity was measured with a 7-item scale. 4-item scale was used to measure entrepreneurial intentions. Pearson product moment correlation was adopted as a statistical tool for data analysis. The result showed that job insecurity had significant positive relationship with counterproductive work behavior, r (257)= .66, P<.05. Therefore, hypothesis one which states that there will be a significant relationship between job insecurity and counterproductive work behavior was accepted. The result also indicated that entrepreneurial intention had significant positive relationship with counter productive work behavior, r (257)=.33, P<.05. Therefore, hypothesis two which stated that there will be a significant relationship between entrepreneurial intention and counterproductive work behaviour was accepted.
= .194, P> .05 (N = 211). Findings also indicated that the second hypothesis which stated that job insecurity will positively and significantly predict employee anxiety was accepted at α = .007*, P < .05 (N = 211) and Findings also revealed that he third hypothesis which stated that supervisors' support and job insecurity will jointly predict employee anxiety was accepted at r(1, 211) = .002*, P < .05. Hence, findings were discussed and recommendations made.
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 investigated the role of emotional intelligence and self-efficacy on ethical work behavior of artisan in Maiduguri, capital of Borno State Northeast Nigeria. The study adopted behavioural theory of obedience as its main theoretical framework. Expos facto survey design was adopted for the study. Two hundred and eight-two (282) participants were selected accidentally for the study. Results revealed that artisans who reported with high emotional intelligence were significantly different in the level of ethical work behaviour compared to those who reported low level of emotional intelligence. Emotional intelligence does not significantly predict ethical work behavior of artisan and self-efficacy significantly predict ethical work behavior of artisans. However, it shows that emotional intelligence and self-efficacy jointly predict ethical work behavior of artisan. There was no any significant main and interaction effect of emotional intelligence and self-efficacy on ethical work behaviour among artisans in Maiduguri. Female artisans significantly reported higher scores on ethical work behaviour scale than male artisans. The study however recommended that management of the organization should send their employees (artisans) on sponsored training programme of the organisation which focused on enhancing their ethical work behavior.Int. J. Soc. Sc. Manage. Vol. 3, Issue-3: 188-192
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