Adapting Herzberg's Two Factor Theory to the Cultural Context of Romania

Matei, Mirabela Constanta; Abrudan, Maria-Madela

doi:10.1016/j.sbspro.2016.05.094

Cited by 17 publications

(14 citation statements)

References 5 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The factors that significantly influence job satisfaction and career advancement are age, work seniority, gender, education, position in the organization [63][64][65], employee abilities, and country of residence [42]. Other determinants of job satisfaction are communication and the nature of work [66], as well as the national culture, which moderates the relationship between leadership behavior and job satisfaction [67] and generates an increase in satisfaction [68].…”

Section: Work Flexibility and Job Satisfaction Literaturementioning

confidence: 99%

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

et al. 2020

View full text Add to dashboard Cite

In light of future work challenges, actual human resource management (HRM) needs to be redesigned, including long-term development, regeneration, and renewal of human resources, passing from consuming to developing human resources by incorporating the concept of sustainability. Thus, sustainable HRM is seen as an extension of strategic human resources, presenting a new approach to human resource management. The labor market is constantly changing, atypical work acquiring a significant relevance, especially in these current times of coronavirus crisis restrictions. In Romania, promoting the law of teleworking transformed labor flexibility into a topic of interest, and became an increasingly vital requirement for employment and a motivating factor for Romanian employees. In such a context, this paper aims to investigate the link between employee development and worktime and workspace flexibility as relevant characteristics of sustainable HRM, job satisfaction and job performance among Romanian employees in order to identify how to redesign HRM in the face of “future work” challenges. Additionally, the paper aims to examine the impact of different types of flexibility—contractual, functional, working time, and workspace flexibility—in order to highlight the relevance of employee development and employee flexibility as important aspects of sustainable HRM in increasing the overall level of employee job satisfaction. In order to make this possible, an “employee flexibility composite indicator,” which takes into account different types of flexibility, has been developed using feedback from Romanian employees, which was gathered by a national representative survey using multiple correspondence analysis. Furthermore, the impact of both individual and employee flexibility on overall level of job satisfaction has been quantified using binary logistic regression models. Within the research, there is a particular focus on the impact of new types of workspaces (flex office, co-working, total home office, partial home officeCW, HOT, HOP) on job performance, job satisfaction, organizational performance, professional growth and development, social and professional relationships, and personal professional performance as well as on the overall level of work motivation. The empirical results revealed that these new types of workspaces are highly appreciated by employees, generating a growing interest among them. Partial home working, the mix between working from home and working in a company’s office, has been considered an optimal solution in increasing organizational performance, social and professional relationships, learning and personal development, and the overall level of work motivation. The results of the multiple correspondence analysis highlighted a medium level of flexibility among those Romanian employees interviewed, with only one third of them exhibiting high levels of productivity. The empirical analysis of logistic regression analysis pointed out the role of functional flexibility, working time, and workspace flexibility along with the flexibility composite indicator in increasing the level of job satisfaction in employees. Therefore, if the challenge is to redesign the actual human resource management in order to include the concept of sustainability, attention needs to be on a combination of employee development-flexible and time-flexible places, leading to an increase in both employee job satisfaction and organizational performance as important outcomes of sustainable HRM.

show abstract

Section: Work Flexibility and Job Satisfaction Literaturementioning

confidence: 99%

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

et al. 2020

View full text Add to dashboard Cite

show abstract

“…Herzberg’s two factor theory has been used in many different studies in the human resource management literature. The most recent studies are Velmurugan and Sankar (2017); Bexheti and Bexheti (2016); Matei and Abrudan (2016); Filtvedt (2015); Ghanbahadur (2014) and Tan and Waheed (2011). There are many studies that deal with different factors of two factor theory such as moderating effect of support on employee well-being (Guidetti et al , 2018), mediating effect of person-organization-fit on workplace spirituality (Afasar and Badir, 2017), moderating impacts of supervisor support and job control on organizational change (Day et al , 2017), job performance (Hambuda, 2017), emotional culture (Barsade and O’Neill, 2016), green atmosphere and job satisfaction (Baṣol, 2016), job satisfaction (Monga et al , 2015) and employee motivation and satisfaction (Ashraf and Joarder, 2010).…”

Section: Theory and Past Researchmentioning

confidence: 99%

The mediating role of work atmosphere in the relationship between supervisor cooperation, career growth and job satisfaction

Ashraf

2019

JWL

View full text Add to dashboard Cite

Purpose The purpose of this paper is to examine the mediating role of work atmosphere which have a positive influence on job satisfaction. Specifically, it focuses on how supervisor’s cooperation and career growth affect job satisfaction mediating through work atmosphere in a private corporate entity. Design/methodology/approach To attain this objective, a research framework with a mediating variable of work atmosphere was formulated. Using measurement scales created to assess different aspects of job satisfaction, career growth, supervisor’s cooperation and work atmosphere, a survey instrument was developed to test the various relationships implied by the framework. Data (n = 325) were collected from the employees of a local chemical company in Bangladesh following convenience sampling procedure. The analysis has been done by bootstrapping procedure following structural equation modeling (SEM). Findings The result shows that work atmosphere has a significant mediating role in linking supervisor cooperation and job satisfaction of the employees in the organization. Research limitations/implications As with any study, there are limitations to the study described here. One possible drawback is the use of a single company’s employees as respondents. Second, the sample size is not very large, because respondents were observed to be negligent in filling the questionnaire provided to them. If the sample size could be increased a bit more, then the authors might have better outcomes as postulated in the paper. Nevertheless, the usual cautions about over-generalizing findings from this sample, to populations for which it is not strictly representative, apply. The sample was not randomly drawn to represent a population to which findings could be generalized. Instead, it was a convenience sample, and as such, the ability to generalize the findings very far beyond the sample is limited. Practical implications From a practical perspective, as a cumulative body of work on job satisfaction with mediating variable of work atmosphere emerges, the authors will be better able to advise employers on the elements they need to address to increase their employee retention rate. In this study, the one area of findings that may help business and commercial organizations the most concerns work environment in the workplace. The authors found that supervisor cooperation and work atmosphere were associated with positive path value toward job satisfaction. Similarly, career growth and work atmosphere also exhibit positive path value towards job satisfaction. The implication is that employers can focus on supervisor cooperation in rightly and duly promoting the deserving employees, and in doing so, they can generate positive attitudes toward these activities. Originality/value This paper will add immense importance of work atmosphere to the organizational learning and behavior.

show abstract

“…However, it is important to note that exible schedules are just one of many possible incentives that can be provided to mental health workers. Other motivators such as salary and positive workplace culture can also help contribute to increased worker satisfaction and retention (Matei & Abrudan, 2016). Other research has identi ed time-off, employee awards, mentoring programs, and promotions as strategies for targeting internal factors to increase worker retention.…”

Section: Resultsmentioning

confidence: 99%

Turnover and Retention Strategies Among Mental Health Workers

Young¹

2021

Preprint

View full text Add to dashboard Cite

BackgroundThe purpose of this study was to explore retention strategies that healthcare administrators use to retain mental health workers in community mental health clinics. The study was guided by the question What strategies do HCAs use to retain their MHWs with more than 2 years of experience? MethodsA qualitative case study analysis was performed. Interviews were conducted with six healthcare administrators at Fort Worth area community mental health clinics. Interviews were coded using thematic analysis. To increase the study’s reliability and validity, the interview guide was field checked by experts and member checking performed on interview transcripts.ResultsThe healthcare administrators identified six strategies for retention: providing good benefits packages, promoting worker health and wellness, providing competitive salaries, giving workers flexible scheduling options, incentivizing workers with rewards and positive reinforcement, and maintaining open communication channels.ConclusionsThe results from this study have positive implications for mental health workers, patients, and community mental health clinics. The strategies identified in this study can be implemented to increase worker satisfaction and reduce turnover. In doing so, patients will receive higher quality care and organizations will be more attractive to prospective employees.

show abstract

Adapting Herzberg's Two Factor Theory to the Cultural Context of Romania

Cited by 17 publications

References 5 publications

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

The mediating role of work atmosphere in the relationship between supervisor cooperation, career growth and job satisfaction

Turnover and Retention Strategies Among Mental Health Workers

Contact Info

Product

Resources

About