Introduction to Organizational Behavior

DuBrin, Andrew J.

doi:10.1016/b978-0-08-022252-3.50008-4

Cited by 38 publications

(50 citation statements)

References 1 publication

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“…Supervision is an important and useful variable as one specific aspect of job satisfaction (Spector, 1985) The second variable, which is personal development, is conceived as a motivational element of an intrinsic factor in the two-factor motivation theory (DuBrin, 2005). If employees perceive a learning and growth opportunity through their job, they will have a positive feeling toward the organization and will be satisfied with the job.…”

Section: Job Satisfactionmentioning

confidence: 99%

Turnover Intention, Organizational Commitment, and Specific Job Satisfaction among Production Employees in Thailand

Yamazakia

Petchdee²

2015

JBM

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The purpose of this study was to examine how turnover intention relates to the attitudinal variables of organizational commitment and job satisfaction. We highlighted three specific facets of job satisfaction-personal development, human resources policy, and supervision-in a research context of Thailand, an important emerging market. A Thai company that operated a business in the fishing industry participated in this study, and the sample consisted of 255 employees who had worked for the company at least 3 months. The results of our analysis using a structural equation model indicated that Thai employees' satisfaction with supervisors significantly affected turnover intention, while personal development and human resources policy indirectly influenced turnover intention through organizational commitment, which strongly mediated the relationship. Based on these findings, we concluded that the specific job satisfaction facet of supervision tends to be a direct determinant of turnover intention, while the two facets of personal development and human resources policy are likely to be an indirect determinant mediated by organizational commitment. JEL Classification: M540

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Section: Job Satisfactionmentioning

confidence: 99%

Turnover Intention, Organizational Commitment, and Specific Job Satisfaction among Production Employees in Thailand

Yamazakia

Petchdee²

2015

JBM

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“…According to Dubrin (2002), career development is employees' activity which help them plan their future career in a certain company so that both the employees and the company can develop maximally. Rivai (2004) points out that career development is a process in an organization to increase individual capability of attaining the expected career.…”

Section: Theoretical Review Career Developmentmentioning

confidence: 99%

The Influence of Career Development and Organizational Culture on Employee Performance

Nasution¹,

Mariatin²,

Zahreni

2018

int.jour.sci.res.mana.

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Abstract:The establishment of Bank Pembangunan Daerah is aimed to be the main contributor in the local people's economic development. Therefore, it is very important to take heed of the company's performance by evaluating its employees' performance. Based on the result of interviews and observation, it was found that employee performance was influenced by some factors such as career development and organizational culture. The objective of this research was to examine the influence of career development and organizational culture on employee performance. The research used quantitative approach which involved 242 permanent employees of Bank Pembangunan Daerah. The result of statistic analysis showed that career development and organizational culture had positive and significant influence on employee performance. The implication of this research is expected to be able to help the company's management increase their employees' performance by carrying out objective, transparent, and fair career development program and strengthen organizational culture by socializing and monitoring the implementation of firm values.

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“…Organizational behavior is the core of the behavior approach to management (DuBrin, 2002). The early scholars in the behavior school were Henry G. Gantt and Hugo Munsterberg (George, 1972).…”

Section: Introduction and Theoretical Foundationmentioning

confidence: 99%

“…There were three major key movements in organizational behavior: the Hawthorne studies, the human relation movement, and the contingency approach to management and leadership (DuBrin, 2002;Sweeney & McFarlin, 2002). The study of contingency approach "is derived from the four studies of leadership styles" (DuBrin, p. 10).…”

Section: Introduction and Theoretical Foundationmentioning

confidence: 99%

Team Transformational Leadership, Trust, Satisfaction, And Commitment: The Testing Of A Structural Equation Model In Software Development Teams

Hsu¹,

Mujtaba

2007

RBIS

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Introduction to Organizational Behavior

Cited by 38 publications

References 1 publication

Turnover Intention, Organizational Commitment, and Specific Job Satisfaction among Production Employees in Thailand

Turnover Intention, Organizational Commitment, and Specific Job Satisfaction among Production Employees in Thailand

The Influence of Career Development and Organizational Culture on Employee Performance

Team Transformational Leadership, Trust, Satisfaction, And Commitment: The Testing Of A Structural Equation Model In Software Development Teams

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