Solidarity, job satisfaction, and turnover intent in employees

Abstract

Purpose While the role of solidarity in the workplace has been examined in previous research, it is still an important component of the workplace for Japanese employees. The purpose of this paper is to integrate findings on solidarity at the workplace, job satisfaction and intent to turnover. A moderated mediation model is hypothesized where solidarity predicts intent to turnover via job satisfaction, but the strength of this whole mediation process is moderated by employees’ length of working overtime or working long hours. Design/methodology/approach The data analyzed in this study were acquired from the Japanese General Social Survey 2010, which was administered to 527 men and 278 women. Findings The results generally supported the assumptions; the proposed mediation model proved to be statistically significant, even when background covariates were introduced into the model to control for pre-existing differences. Also, the proposed moderated mediation model was supported; solidarity strongly increased job satisfaction when working overtime was low. Research limitations/implications Because of measurement of solidarity, this study results may limit the generalizability. Researchers should explore the relationship between the dimension of solidarity and job satisfaction. Practical implications The paper includes the implications for human resource management, the developing of solidarity at the workplace and for managing the strain of working overtime. Originality/value This study was the first to examine the relationship between solidarity at the workplace and job satisfaction and the moderating effects of working overtime.

The relationship between job crafting and turnover intention: the mediating role of job satisfaction and organizational commitment in the private sector organizations in Riyadh.

“…For the third hypothesis, ensuring that employees are satisfied has many positive effects in the workplace including fewer turnover, less absenteeism, and better customer service. The negative interrelation between job satisfaction and turnover is reinforced by various studies (Begum;Ullah;Nahar, 2021;Kundi;Mughal;Albejaidi & Pasha, 2021;Hu;Wang;Lan & Amp;Wu, 2022;Matsumoto & Gopal, 2019;Tnay;Othman;Siong & Lim, 2013;.…”

“…However, (Hu;Wang;Lan & Amp & Wu, 2022) suggest that effective measures can be adopted to maximize nurses' hope and job identity to improve job satisfaction and, as a result, lower the likelihood of turnover. (Matsumoto, M., & Gopal, B. 2019) conclude that the decision to quit a job early was affected by perceptions of solidarity and job satisfaction.…”

Job satisfaction and support in the medical profession: The foundations of efficient organizational healthcare performance

“…Given the above, the manner in which the central administration of an organization (a hospital, in this case) exercises its management role should be done in a discreet way so as not to leave employees (doctors) feeling that their autonomy is being undermined. The practical evidence of carrying out business actions in confidence and with a high level of discretion strengthens the level of job satisfaction in a positive way while organizational solidarity also has an impact on turnover and job satisfaction (Matsumoto and Gopal, 2019).…”

Influence of Organizational Relationship Norms on Lecturers’ Perceived Performance

“…Therefore, as solidarity is more effectively achieved by the efforts of managers in the workplace context, managers have to not only initiate but also be persistent in instilling solidarity (Schmidt & Achtzehn, 2018;Syahrizal et al, 2016). The study showed that solidarity and job satisfaction influenced the decision to quit a job early and solidarity also could be used to replenish job resources (Matsumoto & Gopal, 2019).…”