Psychological Empowerment to the Organizational Commitment and Turnover Intention of Social Worker

Kang, Jong-Soo

doi:10.5392/ijoc.2012.8.1.088

Cited by 3 publications

(4 citation statements)

References 34 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…If people feel an absence of organisational support, they may feel they lack the resources to continue working for the union. Training provides personal resources that enable people to do their job well, potentially making up for resources that the union does not otherwise provide (Chang et al, 2013; Haivas et al, 2013; Hemdi and Nasurdin, 2006; Kang, 2012). If people feel their expectations relating to purpose have been unmet, however, the issue is not whether people have the resources to do a good job, it is whether it is even worthwhile doing.…”

Section: Discussionmentioning

confidence: 99%

“…Training and development programmes, to the extent that they foster tangible competence, have been linked to reduced ITL (Haivas et al, 2013) as mediated through processes such as: increasing psychological empowerment (Kang, 2012); linking personal capabilities to career development (Hemdi and Nasurdin, 2006); and increasing commitment due to perceptions of organisational investment (Chang et al, 2013). It has been proposed that training can help overcome stressors such as burnout and a lack of organisational fairness through fulfilling other needs such as a sense of mastery (Chang et al, 2013) and job security (Urbanaviciute et al, 2018).…”

Section: Training and Perceived Organisational Supportmentioning

confidence: 99%

See 1 more Smart Citation

Turnover intentions, training and motivations among Australian union staff

Brander-Peetz

Peetz

Brough

2021

Economic and Industrial Democracy

View full text Add to dashboard Cite

Staff loss and demotivation can be costly for unions. In this article the authors investigate factors influencing expected voluntary turnover, that is Intention to Leave (ITL), of union employees by conducting an online survey of 160 staff in three Australian unions. Moderated multiple regression analyses revealed that perceived organisational support, shortcomings in training and unmet intrinsic needs predicted ITL, after controlling for burnout, labour market mobility and intrinsic motivations. Critically, the results suggest an interaction effect involving training in some circumstances. Training buffered the impact of low support on ITL, however the adverse effect on ITL of organisational failure to meet staff expectations regarding service to members remained, independent of training. Implications for theory and practice are discussed, including the separate significance of resources and purpose.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Training and Perceived Organisational Supportmentioning

confidence: 99%

Turnover intentions, training and motivations among Australian union staff

Brander-Peetz

Peetz

Brough

2021

Economic and Industrial Democracy

View full text Add to dashboard Cite

show abstract

“…Social enterprises' employees become more engaged and committed when they perceive strong personal control and participatory rights in organizational matters [43,44]. Additionally, the organizational context conveys a significant impact on their withdrawal attitudes when employees detect opportunities to be a proactive and independent agent from that context [33,45]. Based on this, we assert that employees are more likely to remain in an organization when they can identify with the organizational mission.…”

Section: Turnover Intention In Social Enterprisesmentioning

confidence: 90%

The Influence of Dual Missions on Employees’ Meaning of Work and Turnover Intention in Social Enterprises

Sun

Sohn

2021

Sustainability

View full text Add to dashboard Cite

This study aims to examine the influence of an organization’s missions on employees’ turnover intention in the rarely studied context of social enterprises. Data collected from 236 full-time employees working for social enterprises in South Korea indicated that the negative relationship between social mission and turnover intention was mediated by the meaning of work; this mediation effect was weaker when the economic mission was stronger. The study contributes to the literature on organizational psychology (i.e., meaning of work, turnover) in the context of a new, but increasingly prevalent, organizational form—social enterprises. It also provides practical advice for managers seeking to retain and empower employees and enhance the sustainability of their social enterprises.

show abstract

“…또한 진정성리더십은 리더십의 바탕이 되는 긍정적 리더십으로 알려져 있는데, 이와 동질의 의미의 리더십에는 변혁적리더십, 카리스마리더십, 서번트리더십 그리고 윤리적리더십 등이 있다. 또한 진정성리더십은 리더가 자신을 솔직하고 진실된 태도를 유지하는 방식으로 타인과의 관계를 중요시 것을 의미하며 [2], 이러한 진정성리더십은 리더가 타인과의 소통과 협력을 위해 주변 동료의 가치와 원칙을 존중해 주고 모든 면에서 솔직하고 투명하게 행동하는 것을 중요시 여기는 리더십으로 그 가치를 내포하고 있다 [3]…”

unclassified

A Study on the Impact of Hotel Managers' Authentic Leadership on Organization Attachment and Management Performance

Kim

2024

APJCRI

View full text Add to dashboard Cite

The purpose of this study was to develop a measurement scale to study the impact of hotel managers' authentic leadership on employees' organizational attachment and management performance targeting five-star hotels operated in Korea. For this purpose, it was confirmed that the statistical significance of the measurement scale of the final developed subfactors of the authentic leadership variable and the influence relationship on organizational attachment and management performance, which are outcome variables. It was verified that there is a causal relationship between the hotel manager's authentic leadership and the employees' loyalty to the company and management effectiveness. The analysis results and implications are as follows: In a hotel company, the manager's sincere leadership was found to have a positive (+) effect on employees' attachment to the organization, and organizational attachment was found to have a significant positive (+) effect on management performance. First, the implications of these results are that hotel managers play a role in leading change and encourage hotel employees to understand and adapt to change, so hotel managers are essential to maintaining the competitiveness and sustainability of hotel companies. Accordingly, the more attachment to the organization increases through the hotel manager's sincere leadership, the more it can motivate hotel employees and arouse their passion and dedication to work. Thus, it appears that the more hotel managers genuinely exhibit leadership, the more employees will have a sense of responsibility and purpose for their work and be able to help provide superior service.

show abstract

Psychological Empowerment to the Organizational Commitment and Turnover Intention of Social Worker

Abstract: ABSTRACT

Cited by 3 publications

References 34 publications

Turnover intentions, training and motivations among Australian union staff

Turnover intentions, training and motivations among Australian union staff

The Influence of Dual Missions on Employees’ Meaning of Work and Turnover Intention in Social Enterprises

A Study on the Impact of Hotel Managers' Authentic Leadership on Organization Attachment and Management Performance

Contact Info

Product

Resources

About