Satisfaction of learning, performance, and relatedness needs at work and employees’ organizational identification

Kumar, Manish; Jauhari, Hemang

doi:10.1108/ijppm-01-2016-0006

Cited by 17 publications

(13 citation statements)

References 60 publications

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“…Previous studies that support this hypothesis are as follows: Diamantidis and Chatzoglou (2019), Ribeiro et al (2018), Kumar and Jauhari (2016), Anitha (2014), , Rita et al (2018), Nazir and Islam (2017) and Orpen (1997). Based on the above description, the hypothesis to be built in this research is as follows:…”

Section: Relationship Between Organizational Commitment and Performancementioning

confidence: 84%

The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance

Hendri

2019

IJPPM

146

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Purpose The purpose of this paper is to test the effect of organizational learning on employees’ job satisfaction, the effect of organizational learning on the employees’ organizational commitment, the effect of the organizational learning on employees’ performance, the effect of job satisfaction on the employees’ performance and the effect of organizational commitment on employees’ performance in PTPN XIII (Limited Liability Company) in West Kalimantan. Design/methodology/approach The population in this research refers to all employees of PTPN XIII (Limited Liability Company) in West Kalimantan, with the criteria that the employees are from class III‒IV (population of access). The size of the sample is determined by using the partial least square approach, which is 10 times of the size of formative indicator, that is, job satisfaction with five indicators plus employee performance with eight indicators, with the total being 13 × 10 = 130 employees. The sampling method used is proportional random sampling technique, which is based on work area (three working areas: Head Office, West Kalimantan I District and West Kalimantan District II). Findings Learning organization has a significant and positive effect on job satisfaction and organizational commitment, but it has no significant effect on the employee performance. Job satisfaction and organizational commitment have a significant effect on employee performance. Originality/value The phenomenon that existed in PTPN XIII (Limited Liability Company) and referring from various previous research results, the study regarding employee performance was conducted using organizational learning variable as an exogenous variable and using job satisfaction and organizational commitment variable as an intervening variable. Robbins (1996) revealed that the relationship between organizational learning and performance is not very close. It is necessary to have other variables that can reinforce the relationship and to determine the extent to which the organizational learning can contribute to the improvement of the performance.

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Section: Relationship Between Organizational Commitment and Performancementioning

confidence: 84%

The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance

Hendri

2019

IJPPM

146

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“…The change of technology and consequent restructuring of an organisation demands that employees learn new skills and enhance their adaptability (Ilgen and Pulakos, 1999). The idea that urge and satisfaction of need for learning are related to identification of employees with their respective organisation was also explored (Kumar and Jauhari, 2016). However, psychological literature perceives adaptability as an elusive term, as quantifying and envisaging it is difficult in organisational settings.…”

Section: Organisational Learning and Adaptive Performancementioning

confidence: 99%

Examining the role of emotional intelligence between organizational learning and adaptive performance in Indian manufacturing industries

Pradhan

Jena

Singh

2017

JWL

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Purpose The purpose of this study is to examine the relationship between organisational learning and adaptive performance. Furthermore, the study investigates the moderating role of emotional intelligence in the perspective of organisational learning for addressing adaptive performance of executives employed in manufacturing organisations. Design/methodology/approach The participants were selected through purposive sampling. The study has used established scales on organisational learning, emotional intelligence and adaptive performance to collect data from the respondents. Data were analysed through structural equation modelling using linear structural model (LISREL 8.72). Moderated regression analysis was carried out through a series of hierarchical models to test the hypotheses. The authors have followed the interaction graphs recommended by Aiken and West (1991) to check the moderating effect of emotional intelligence. Findings The result of the study indicates a significant relationship between organisational learning and adaptive performance. The significant moderation effect was observed in the interaction graph, wherein it was found that the relationship between organisational learning and adaptive performance was stronger among the executives with high levels of emotional intelligence and weaker for those having low levels of emotional intelligence. Originality/value The present study gains significance through highlighting the role of emotional intelligence in the perspective of organisational learning and, thus, offers insights to practitioners for addressing adaptive performance of employees.

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“…It has therefore been identified as an enabler of knowledge sharing (Bandura, 1982(Bandura, , 1986Igbaria and Iivari, 1995). If knowledge sharing concerns are seen as important by individuals, and if they feel themselves capable enough or internally motivated to address them, the link between self-efficacy and knowledge sharing behavior (collecting and donating) becomes more obvious (Kumar and Jaurhari, 2016).…”

Section: Jwl 288mentioning

confidence: 99%

Knowledge sharing enablers, processes and firm innovation capability

Hussein

Singh

Farouk

et al. 2016

JWL

105

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Purpose This paper aims to examine a research model that links knowledge sharing enablers, processes and outcome dimensions in law enforcement in the United Arab Emirates (UAE). It attempts to examine the impact of knowledge self-efficacy and top management support on knowledge donating and collecting. It also attempts to examine the effect of these two aspects of knowledge sharing on firm innovation capability. Design/methodology/approach This study used a quantitative approach, with data collected by questionnaire from 685 police officers in a law enforcement agency in the UAE. Findings Knowledge self-efficacy and top management support have a positive impact on knowledge donating and collecting. Only knowledge collecting, however, had a positive effect on firm innovation capability. Research limitations/implications The study has significant academic and practical implications. It supports a previous research model that links enablers, processes and outcomes of knowledge sharing, and confirms them in the context of law enforcement in the UAE. It could also help law enforcement agencies to promote a knowledge sharing culture to support innovation in the UAE. Originality/value The research model is likely to be particularly valuable in knowledge-intensive organizations such as the law enforcement sector. Knowledge sharing is often overlooked by organizations in the UAE because there has to date been little research in this field.

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Satisfaction of learning, performance, and relatedness needs at work and employees’ organizational identification

Cited by 17 publications

References 60 publications

The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance

The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance

Examining the role of emotional intelligence between organizational learning and adaptive performance in Indian manufacturing industries

Knowledge sharing enablers, processes and firm innovation capability

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