Measuring Employees’ Perception of the Existence of Organizational Politics and Job Satisfaction of Divine Word Colleges’ Employees in Ilocos Region, Philippines

Abun, Damianus

doi:10.2139/ssrn.3816199

Cited by 5 publications

(15 citation statements)

References 9 publications

(9 reference statements)

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“…Sias [31] shows that the quality of relations with colleagues and with one's immediate superior is positively correlated with job satisfaction and commitment to the organization. Later studies [11,15,32] confirm that manager-employee and employee-employee relations have an impact on both job satisfaction and business growth. This research supports the statement that good relations between an organization and its employees, and between employees, are a predictor for business growth, success and job satisfaction.…”

Section: Hypothesesmentioning

confidence: 96%

“…This contract comprises beliefs concerning the reciprocal obligations of the two parties [14]. If employees perceive that their organization has not duly fulfilled the terms of the contract, this can lower their trust, job satisfaction, desire to remain with the organization, sense of duty, and productivity [4,15]. It is therefore important to identify the causes of psychological contract violation and the moment at which it occurs.…”

Section: Manager-employee Relationsmentioning

confidence: 99%

“…The process of the shaping of relationships affects the culture of the organization, employees' satisfaction, and staff turnover rates [15]. According to Nesco Resource [17], "When employees have a strong, healthy relationship with their employers, the entire company benefits.…”

Section: Manager-employee Relationsmentioning

confidence: 99%

“…Studies show that employees who have mutually respectful relationships with their employers are more likely to be happy, loyal, and productive in the long-run." The value added by manager-employee relations can enable the retention of loyal employees, reduce workplace conflicts, increase productivity, and support the mutual learning process [4,15]. Studies show that companies which have positive relations between employees and managers are generally more successful [18].…”

Section: Manager-employee Relationsmentioning

confidence: 99%

“…Employee relations can make or destroy the atmosphere at the workplace. They are a key factor behind an organization's performance, development and learning [15]. Because employees are every organization's driving force, it is important to be confident that both manager-employee relations and relations between colleagues are well maintained [12].…”

Section: Employee-employee Relationsmentioning

confidence: 99%

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The Nature of Employee–Organization Relationships at Polish Universities under Pandemic Conditions

Staniec

2021

Information

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(1) Background: The aim of this study is to describe manager–employee and employee–employee relations during the COVID-19 pandemic and their impact on measures of the likely use of elements of remote teaching by university employees in the future. (2) Methods: The study used a descriptive-correlation research design with a survey as the primary instrument for data gathering. A total of 732 personnel took part in the survey, selected by a convenience sampling technique. The researchers used an adapted and modified instrument to gather data. The instrument underwent a reliability test. This study used structural equation modeling to confirm hypotheses. (3) Results: It was shown that manager–employee relations at Polish universities during the COVID-19 pandemic were of low quality. However, employee–employee relations were of above-average quality, and have a significant positive impact on intentions to use elements of remote working in the future. (4) Conclusions: Based on the results of the study, some general recommendations are presented for change management and relationship-building.

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Section: Hypothesesmentioning

confidence: 96%

Section: Manager-employee Relationsmentioning

confidence: 99%

Section: Manager-employee Relationsmentioning

confidence: 99%

Section: Manager-employee Relationsmentioning

confidence: 99%

Section: Employee-employee Relationsmentioning

confidence: 99%

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The Nature of Employee–Organization Relationships at Polish Universities under Pandemic Conditions

Staniec

2021

Information

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The effect of organizational politics on the individual work performance

Abun

Macaspac²,

Magallanes³

et al. 2022

IJRBS

Self Cite

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The study aimed to examine the effect of organizational politics on the individual work performance of employees. To support the study, literature was reviewed and theories were identified and explained. It was carried out following research methodology in terms of research design, population, the locale of the study, research instruments, and statistical treatment of data. The study found that the organizational politics of the institution is at a moderate level and the individual work performance was also at a moderate level. It is further found that there is a significant correlation between organizational politics and individual work performance. Thus, it is concluded that organizational politics is a significant predictor of organizational performance. The study found that a moderate level of organizational politics affects individual work performance positively and therefore it confirms the finding of other studies that organizational politics is not inherently bad or negative.

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Self-regulation and Learning Outputs of Filipino MOOC Learners

Duterte¹,

Importante²

2022

Proceedings of the 19th International Symposium on Management (INSYMA 2022)

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During the coronavirus pandemic, scholars study how learners pursue lifelong learning in open and distance education since few studies investigate this issue. This study aims to discover a learning model that would increase the students’ online learning engagement and course completion in Massive Open Online Courses (MOOCs). Adopting the Self-Regulation Theory (SRT) on andragogy, this study is administered to 290 Massive MOOC adult learners in the Davao region. The author aimed to identify the respondents’ level of self-regulation in online learning, determine their learning outputs in a MOOC, examine the relationship between their self-regulation and learning outputs, and ascertain the significant predictors of their learning outputs. This study applied a quantitative-correlational design in collecting, interpreting, and discussing data from surveys using an adapted questionnaire. The author treated the data through a multiple regression correlation test. The results reveal that the respondents’ level of self-regulation in MOOC was very high, and they attained an excellent level of learning outputs. Furthermore, the findings show a strong relationship between their self-regulation and learning outputs in MOOCs. Meta-cognition, time management, environmental structuring, help-seeking, and persistence were significant predictors of learning outputs as reflected in the learning model that emerged. Findings also highlighted that self-regulation could significantly predict the learning outputs of online learners in exploring the MOOCs for their personal and professional development.

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Measuring Employees’ Perception of the Existence of Organizational Politics and Job Satisfaction of Divine Word Colleges’ Employees in Ilocos Region, Philippines

Cited by 5 publications

References 9 publications

The Nature of Employee–Organization Relationships at Polish Universities under Pandemic Conditions

The Nature of Employee–Organization Relationships at Polish Universities under Pandemic Conditions

The effect of organizational politics on the individual work performance

Self-regulation and Learning Outputs of Filipino MOOC Learners

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