Mapping of Organizational Models in Portuguese Companies

Nanjundeswaraswamy, T S; Commitment, Employee; Swamy, D R; Nagesh, P.

doi:10.24874/ijqr14.02-04

Cited by 22 publications

(26 citation statements)

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“…This may suggest that when employees experience both high levels of quality of work life and organisational commitment, the turnover intention in an organisation will decrease. Therefore, it is important that organisations implement strategies to improve the quality in their employees' work life, thus strengthening their commitment to the organisation, thereby improving the effectiveness and sustainability of the company (Nanjundeswaraswamy et al, 2019;Sahni, 2019;Yusoff et al, 2015). Organisational commitment is, therefore, needed in the relationship between quality of work life and turnover intention to enhance the experience of employees at the organisation and influence the need to remain at the organisation (Nanjundeswaraswamy et al, 2019;Sahni, 2019;Yusoff et al, 2015).…”

Section: Discussionmentioning

confidence: 99%

“…Therefore, it is important that organisations implement strategies to improve the quality in their employees' work life, thus strengthening their commitment to the organisation, thereby improving the effectiveness and sustainability of the company (Nanjundeswaraswamy et al, 2019;Sahni, 2019;Yusoff et al, 2015). Organisational commitment is, therefore, needed in the relationship between quality of work life and turnover intention to enhance the experience of employees at the organisation and influence the need to remain at the organisation (Nanjundeswaraswamy et al, 2019;Sahni, 2019;Yusoff et al, 2015). Yusoff et al (2015) conducted a study on organisational commitment as mediator between the relationship of quality of work life and turnover intention and found similar results that organisational commitment partially mediates the relationship between the two variables.…”

Section: Discussionmentioning

confidence: 99%

“…It is based on time, equipment, information and supervisory help to complete job tasks in the company (Mahesh & Nanjundeswaraswamy, 2020;Nanjundeswaraswamy, Swamy, & Nagesh, 2019;Nenadal, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

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Quality of work life: Effects on turnover intention and organisational commitment amongst selected South African manufacturing organisations

Els

Brouwers

Lodewyk-Raliphada

2021

SA Journal of Human Resource Management

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Research purpose:The general objective of this study was to examine the relationship between quality of work life and turnover intention and to see whether organisational commitment mediates the relationship between quality of work life and turnover intention.Motivation for the study: The lack of research on the relationships between quality of work life, turnover intention and organisational commitment make it challenging to gain knowledge on the concepts and what influences it can have to embrace these relationships in the workplace. Research design:A cross-sectional study with a sample of N = 400 South African manufacturing organisation employees was utilised. Descriptive statistics, Pearson's product-moment correlations and structural equation modelling were used. Main findings:The results indicated both direct and indirect effects for all the relationships. Results further indicated that organisational commitment partially mediates the relationship between the quality of work life and turnover intention. Practical implications:The results provided insight into the effect that high levels of quality of work life has on an individual and the advantages for the organisation. Contribution:The improved understanding of quality of work life and the relationship with certain job outcomes contribute to the body of knowledge on both the theory of quality of work life and on employees' experience of turnover intention and commitment in the work environment.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Quality of work life: Effects on turnover intention and organisational commitment amongst selected South African manufacturing organisations

Els

Brouwers

Lodewyk-Raliphada

2021

SA Journal of Human Resource Management

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“…The findings provided evidence that the organisation did not recognise top performers, rewards were not performance-related, training programmes were not responsive to organisational needs and the industrial relations atmosphere between some employees and their supervisors was acrimonious. When employees' expectations were not met, they became frustrated and their commitment towards the organisation declined (Nanjundeswaraswamy et al, 2019). The study also revealed that some frustrated employees were engaging in unethical practices such as moonlighting and accepting bribes.…”

Section: Discussionmentioning

confidence: 98%

“…In-depth knowledge of contextual challenges is faced by employees in the municipal sector (Blom et al, 2020). Therefore, the municipal contextual differences form the basis of an effective HRM policy shift (Els, Brouwers, & Lodewyk, 2021;Marshall & Stephenson, 2020;Nanjundeswaraswamy, Swamy, & Nagesh, 2019). The knowledge of contextual challenges thus enlightens practitioners on existing gaps and motivates them to take remedial action by developing relevant policies.…”

Section: Introductionmentioning

confidence: 99%

Anchoring human resource management to sustain employee performance at Johannesburg Metropolitan Municipality

Sixpence

Braine

Bussin

et al. 2021

SA j. hum. resour. manag.

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Orientation: Practices employed to manage the human resources at Johannesburg (JHB) Metropolitan Municipality were explored to unearth their impact on employee performance.Research purpose: The study sought to reveal the human resource management (HRM) practices that could support employee performance at local government.The motivation for the study: The achievement of organisational goals depends on HRM practices that enhance employee competencies. Employee performance in municipalities is often considered to be substandard. This study aimed to strengthen HRM practices to enhance performance at JHB Metropolitan Municipality.Research approach/design and method: The qualitative inquiry adopted an interpretive stance to reveal participants’ experiences that relate to employee performance. Ten participants were identified purposively and the obtained data were analysed with the assistance of the Atlas.ti software.Main findings: Whilst the organisation’s employee-attraction practices were strong, its retention practices were weak. Employees generally felt undervalued, which negatively affected their morale and the organisation’s goal attainment.Practical/managerial implications: The organisation should introduce effective employee-retention strategies, focussing on thorough needs analyses, skills development and rewards linked to performance. Building employee commitment should be prioritised.Study contribution: Human resource management effectiveness in the Johannesburg Municipality would be enhanced by appropriate soft HRM investment in senior management either through recruitment or development or both. Furthermore, the municipal culture should change from HRM practices that are influenced by tradition to an adaptive approach that responds to public-sector dynamics and varying employee expectations.

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Quality of working life of employees in public healthcare organization in Finland: A cross‐sectional study

Kesti,

Kanste,

Konttila

et al. 2023

Nursing Open

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AimWork dissatisfaction, burnout and workforce shortage are major problems in healthcare globally, all of which are associated with QWL. Previous studies have found that the QWL of healthcare professionals is moderate or low. The aim was to describe the quality of working life (QWL) of employees working in public healthcare and describe the association between QWL and background variables.DesignThis study had a quantitative cross‐sectional survey design.MethodsData was collected from the employees of a Finnish healthcare organization in autumn 2021 using an online questionnaire (n = 837). Convenience sampling was used in the selection of the healthcare organization. The study was reported according to STROBE guidelines.ResultsThe QWL was moderate, and the mean QWL index calculated from the questionnaire responses was 0.524. The QWL index was lowest in healthcare professionals and highest in upper management, with some dissatisfaction towards leadership noted.

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Mapping of Organizational Models in Portuguese Companies

Cited by 22 publications

References 0 publications

Quality of work life: Effects on turnover intention and organisational commitment amongst selected South African manufacturing organisations

Quality of work life: Effects on turnover intention and organisational commitment amongst selected South African manufacturing organisations

Anchoring human resource management to sustain employee performance at Johannesburg Metropolitan Municipality

Quality of working life of employees in public healthcare organization in Finland: A cross‐sectional study

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