Organization Sustainability through Human Resource Capital: The Impacts of Supervisor Incivility and Self-Efficacy

Alola, Uju Violet; Avcı, Turgay; Öztüren, Ali

doi:10.3390/su10082610

Cited by 53 publications

(70 citation statements)

References 78 publications

(99 reference statements)

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“…Alola, Avci, and Ozturen [14] study the effect of leadership style on job satisfaction in the Nigerian tourist industry. The results show that the leadership style affects hotel employees' job satisfaction.…”

Section: Leadership Style (Ls)mentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

et al. 2018

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People try to find the role of government in today’s modern society. Citizens of any country look forward to benefit from government services. Although the government implements laws and policies in all areas of society, people only know about it through government’s services. We describe a good government’s service of organization, department, unit, and division that has an appropriate human strategy. Purpose: Purpose of this study is to investigate which factors have been missing that connects and maintains the sustainability between the leadership style and employees’ satisfaction in the government sector of Mongolia. More specifically, the purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology: The questionnaire is designed by a synthesis of existing constructs in current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of the territory and administration of Mongolia. Factor analysis, a reliability test, a collinearity test, and correlation analyses confirm the validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. The sample of this study is chosen from the public organization. Mongolia is a developing country. This country needs good public leaders who can serve citizens. This study will be extended further. In addition, Mongolia really needs sufficient studies. Practical implications: This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of these findings are beneficial to organizations aimed at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although the leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between the leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that the organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. An appropriate leadership style is most effective when it matches the organizational climate as well as employees’ work style. Furthermore, a suitable organizational climate will increase the level of job satisfaction. If the work style of employees is respected and taken into consideration, the leadership style can find its way into job satisfaction. Originality/value: This study is the first to understand the motivators of job satisfaction in the government sector of Mongolia. This study suggests valuable findings for executive officers who are junior and primary unit’s officers of the register sector of government in Mongolia. The findings of this study help managers and executives in their effort develop and implement successful human resource strategies.

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Section: Leadership Style (Ls)mentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

et al. 2018

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“…The increasing popularity of HPWS can be attributed to the recognition of people as the most important source of competitive advantage [42][43][44], and the most critical aspect of human effort is to achieve sustainable results [23]. This study uses the term HPWS [45], but the concept has also been discussed by several authors using terms ranging from [46], high-performance work practices [47], high commitment work systems [48], high-performance human resource management [49], and system human resource management [50].…”

Section: The Relationship Between Hpws and Employee Satisfaction Andmentioning

confidence: 99%

“…Taking employee retention and satisfaction levels as proxies to indicate organizational sustainability, this paper aims: to examine the effects of servant leadership on organizational sustainability [23]; to examine the relationship between high-performance work systems (HPWS) practices and organizational sustainability; and to examine how employee engagement may act as a mediator in the relationships of servant leadership and HPWS practices with organizational sustainability. This paper also aims to assess the magnitude of servant leadership (SL) and HPWS impacts on organizational sustainability, and investigate the mechanism through which SL and HPWS operate to improve organizational sustainability, to be able to contribute to the theoretical discussion in the SL and HPWS fields.…”

Section: Introductionmentioning

confidence: 99%

Servant Leadership Style and High-Performance Work System Practices: Pathway to a Sustainable Jordanian Airline Industry

Alafeshat

Tanova

2019

Sustainability

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The purpose of this study is to examine how servant leadership (SL) and high-performance work systems (HPWS) practices enable organizational performance, as shown by employee retention and employee satisfaction. Data was obtained from 300 full time employees in a private airline company in Jordan. The data was collected in three rounds, each separated by one-week time-lag. Structural equation modeling was used to test the proposed relationships and revealed that both servant leadership and HPWS practices were positively linked with employee satisfaction and retention, which were used as indicators of organizational sustainability. In order to understand how servant leadership and HPWS influence employee satisfaction and retention, we investigated the mediating role of employee engagement and discovered that it serves as a critical mechanism. The study affirmed that, in line with studies carried out in the west, servant leadership is also an effective leadership characteristic in the context of Jordan. Furthermore, the study helps to clarify the reason that servant leadership and HPWS lead to positive outcomes, due to the fact that these improve the engagement of employees. Thus, we understand that the increases in employee retention and satisfaction are due to the enhanced engagement of employees, and we show that engagement can be improved both by servant leadership and the application of HPWS in organizations. Consequently, the effectiveness and sustainability of the airline companies in Jordan will need to focus on primarily improving employee engagement.

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“…In this regard, leader represents his/her employees and lets employees assess their leader. Alola et al (2018) study the effect of leadership style on job satisfaction in Nigerian tourist industry. The results show that leadership style affects hotel employee's job satisfaction.…”

Section: Leadership Style (Ls)mentioning

confidence: 99%

“…Their findings indicate that organizational climate is the partial mediator between leader's support and employee behavior. Experimental evidence from Alola et al (2018) study in Nigeria shows that work style mediates the relationship between leadership style and job satisfaction. In this paper, based on the previous findings we make the following hypothesis for LS and JS with OC and WS as mediators for Mongolian register office employees:…”

Section: Mediators Between Leadership Style and Job Satisfactionmentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>

Moslehpour¹,

Altantsetseg²,

Mou³

et al. 2018

Preprint

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Purpose - The purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology - The questionnaire is designed by a synthesis of existing constructs in the current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of territory and administration of Mongolia. Factor analysis, reliability test, collinearity test, and correlation analyses confirm validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. Practical implications - This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of findings are beneficial to organizations aiming at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. Appropriate leadership style is most effective when it matches organizational climate as well as employees’ work style. Furthermore, suitable organizational climate will increases the level of job satisfaction. If work style of employees is respected and taken into consideration, leadership style can find its way into job satisfaction. Originality/value - This study is the first to understand the motivators of job satisfaction in government sector of Mongolia. This study suggests valuable findings for executive officers, junior and primary unit’s officers of register sector of government in Mongolia. The findings of this study help managers and executives in their effort to develop and implement successful human resource strategies.

show abstract

Organization Sustainability through Human Resource Capital: The Impacts of Supervisor Incivility and Self-Efficacy

Cited by 53 publications

References 78 publications

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Servant Leadership Style and High-Performance Work System Practices: Pathway to a Sustainable Jordanian Airline Industry

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>

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Organization Sustainability through Human Resource Capital: The Impacts of Supervisor Incivility and Self-Efficacy

Cited by 53 publications

References 78 publications

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

Servant Leadership Style and High-Performance Work System Practices: Pathway to a Sustainable Jordanian Airline Industry

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees&nbsp;<strong> </strong>

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Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees <strong> </strong>