Influence of contemporary leadership on job satisfaction, organizational commitment, and turnover intention

Abstract

This empirical research investigates the influence of the construction project managers' contemporary leadership (CL) on the job satisfaction (JS), organizational commitment (OC), and turnover intention (TI) of the civil engineers in the Thai setting. A sequential explanatory mixed method was used in the study whereby the quantitative research was carried out with a sample of 450 civil engineers using a validated questionnaire and a structural equation model. An in-depth interview with another 10 civil engineers was subsequently conducted and the qualitative findings compared against the quantitative results. The quantitative results revealed that CL exerted a direct positive influence on JS and OC and a direct negative influence on TI. The qualitative findings were mostly agreeable with the quantitative results except for the OC aspect where the interviewees attached the greatest value to the OC's monetary components, as opposed to the quantitative results.

Fuzzy TOPSIS Application to Rank Determinants of Employee Retention in Construction Companies: South Korean Case

“…As to Maslow's needs hierarchy theory [69], because this amount of money is sufficient for the basic needs (i.e., physiological needs), construction workers will value other aspects such as working conditions, social security insurance, and affiliation to an organization [43]. Meanwhile, previous studies, focused on developing context, witnessed a critical role that employee income plays in employee retention [15,34,35].…”

“…Acknowledging the negative effects of high labor turnover rates in construction businesses, this research focuses on analyzing the determinants that influence employee retention. Basically, job satisfaction and organizational commitment increase the intention to stay of the employees and then reduce the turnover rate within organizations [1,14,15]. Specifically, Currivan [14] confirmed that workplace structure and individual characteristicsrelated factors affect employee satisfaction, organizational commitment, and then employee retention.…”

Exploring the Impact of Emotional and Spiritual Intelligence on Job Satisfaction and Turnover Intention

“…Turnover intention is described as the consolidating factors which make an employee not content with his or her job, have the notion of quitting, have the impression of finding out other jobs, and a chance to pursue the same job in different organizations (Kerdngern & Thanitbenjasith, 2017). It is believed that turnover intentions mostly manifest in two ways.…”

Reducing police turnover: Recommendations for the law enforcement agency

“…Studies show that job satisfaction is correlated with a number of factors including: institutional leadership (Kerdngern and Thanitbenjasith, 2017; Lee et al, 2017); organizational commitment (Cantarelli et al, 2016; Saridakis et al, 2018); trust (Cantarelli et al, 2016); self-confidence (Rajender et al, 2017); performance appraisals (Kampkotter, 2017); income (Gazioglu and Tansel, 2006); promotions (Kosteas, 2011); performance goal orientation (Baek-Kyoo and Park, 2010); ethical climate (Schwepker, 2001); and access to internet technology (Castellacci and Vinas-Bardolet, 2019). In sum, job satisfaction tends to be shaped more by factors in the work environment than by the personal characteristics of the employee (Johnson, 2012).…”

“…Organizational commitment is a multidimensional construct that is often divided into three categories: affective (emotional attachment), perceived cost to leave (continuance) and obligation to stay (normative) (N. Allen and Myers, 1990). Factors related to organizational commitment include: job satisfaction (Kerdngern and Thanitbenjasith, 2017); intrinsic, extrinsic and social rewards (Nazir et al, 2016); ethical climate (Schwepker, 2001); mentoring (Payne and Huffman, 2005); developmental feedback (Baek-Kyoo and Park, 2010); organizational learning culture (Baek-Kyoo and Park, 2010); corporate social responsibility (Kim et al, 2016); and work-family climate (O'Neill et al, 2009).…”