The Effect of Innovation and Participation as Workplace Values on Job Satisfaction and the Mediating Effect of Psychological Ownership

Aslan, Mustafa; Ateşoğlu, Hülya

doi:10.1177/21582440211061530

Cited by 5 publications

(6 citation statements)

References 62 publications

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“…Job satisfaction is an essential concept in the context of organizational behavior, according to study (Aslan & Atesoglu, 2021), since it influences various organizational variables, including performance, organizational citizenship behavior, and organizational commitment. Job satisfaction refers to all the emotional formations that employees have learned, witnessed, and gained over their working careers.…”

Section: Job Satisfactionmentioning

confidence: 99%

“…According to (Aslan & Atesoglu, 2021), innovation is a new or improved product or process (or a combination thereof) that is significantly different from the unit's previous product or process and that has been made available to potential users (product) or used by the unit (process). Research results show innovation and participation as workplace values manifest their influence on job satisfaction.…”

Section: Innovationmentioning

confidence: 99%

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The Effect of Work Environment and Innovation on Job Satisfaction of Millennial Employees at PT.XYZ With Career Development as an Intervening Variable

Octora,

Priambodo,

2024

jml

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Employees are an important company asset who have quality work competencies to provide the best performance to support company programs. In practice, the Human Capital (HC) team has a competency improvement program that requires motivation from employees as an internal factor so that the program can run effectively. Work motivation is affected by a variety of factors such as salary, work environment, job security, relationships with coworkers, awards, and so on. This influences whether an employee is satisfied with his or her job. The proportionate stratified random sampling approach was utilized, which is a sampling methodology for populations with mixed or variable features, and the data in this study uses a quantitative approach. The population is millennial employees at PT XYZ with a total of 139 millennial employees. The data was collected by distributing a questionnaire with 28 closed questions and response options indicating how strongly respondents agreed or disagreed with the questions posed. The results show it is possible to conclude that the millennial employees at PT XYZ have a level of job satisfaction that is influenced by work environment factors, innovation, and career development factors that can mediate changes in the level of job satisfaction. This finding could be an overview of benchmarks for management in departments, so that job satisfaction obtained by employees does not become a saturation point but becomes a driving force to improve their performance in this company continuously.

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Section: Job Satisfactionmentioning

confidence: 99%

Section: Innovationmentioning

confidence: 99%

The Effect of Work Environment and Innovation on Job Satisfaction of Millennial Employees at PT.XYZ With Career Development as an Intervening Variable

Octora,

Priambodo,

2024

jml

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“…But emotions and mood also seem to play a decisive role. Several studies suggested a link between positive mood states and innovation (Amabile et al, 2005;Bledow et al, 2009;Brimhall and Mor Barak, 2018;Yakhlef and Rietveld, 2020;Aslan and Atesoglu, 2021). Interestingly, material and physical aspects are also relevant, including the working space.…”

Section: Not Just Applying Knowledge: What Is Lost In Translationmentioning

confidence: 99%

Situating the KTA gap in clinical research: Foregrounding a discontinuity in practices

Rienzo

2023

Front. Psychol.

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In this study, I will claim that we need to rearticulate the so-called “knowledge-to-action” (KTA) gap metaphor in clinical research as a discontinuity of practices. In clinical research, there is a significant delay between the production of research results and their application in policy and practice. These difficulties are normally conceptualized through the metaphor of the KTA gap between scientific knowledge and practical applications. I will advise that it is important to reformulate the terms of the problem, as they suggest the difficulty lies only in the results generated on one side (the laboratory), not reaching the other side (the clinic), and that crossing the gap requires us to simply optimize the transfer and exchange of knowledge. This perspective considers knowledge separate from the practices from which it was generated, making it into a thing that can be transported and transferred largely independently from the communities that produce or “possess” it. The paper then revises the terms of the problem, shifting the focus from knowledge understood as independent from practical circumstances to the situated practices of knowing. Knowledge will then be understood as enacted in practice, emerging as people interact recurrently in the context of established practices. When people coming from different domains and with different “ends-in-view” must coordinate, they have to deal with conceptual and practical tensions, different ways of doing things with their surroundings, and different normative practices. Considering that, the KTA gap will be revised, not as a gap between scientific results and their application in clinical practice, but as a discontinuity in how communities engage with their local contexts and what they perceive as relevant for their activities.

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“…The OC at a workplace also shifts the responsibility of performance to other possible constructs. Psychological ownership is the central concept within the domain of responsibility (Aslan & Atesoglu, 2021). "The feelings of ownership are part of the human condition; these feelings can be directed toward a variety of objects, and they have important consequences for the individual" (Pierce et al, 2003, p. 88).…”

Section: Introductionmentioning

confidence: 99%

“…The recent decades have witnessed scholarly attention to the linkage of psychological ownership with other constructs, such as employees' attitudes and behavior (Dawkins et al, 2017). The research in the organizational behavior domain has specifically focused on identifying how an employee can psychologically attach to their organization (Aslan & Atesoglu, 2021). Scholars have identified several loopholes in HRM practices and organizational outcomes.…”

Section: Introductionmentioning

confidence: 99%

Role of Organizational Culture in Improving Employee Psychological Ownership

Qureshi,

Larik,

Bukhari

2023

PJASS

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The current investigation aimed to examine the impact of organizational culture (OC) on the psychological ownership of healthcare employees. The case of the health sector in Pakistan was chosen. This study employed the dimensional Denison (2000) model of OC possessing the characteristics of involvement, consistency, adaptability, and mission, while the construct of psychological ownership is drawn from the work of Pierce, Kostova, and Dirks (2003). The primary data were collected through a questionnaire from 324 doctors and nurses, male and female, belonging to both public and private hospitals. Data were analyzed through SPSS version 22.0, and the correlation and multiple regression techniques were adopted. Findings show that involvement, consistency, adaptability, and mission explained 73% of healthcare employees' psychological ownership variance. All four dimensions of OC variables, including involvement, consistency, adaptability, and mission, were found to possess strong statistically significant relationships and moderate effects on employee psychological ownership.

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The Effect of Innovation and Participation as Workplace Values on Job Satisfaction and the Mediating Effect of Psychological Ownership

Cited by 5 publications

References 62 publications

The Effect of Work Environment and Innovation on Job Satisfaction of Millennial Employees at PT.XYZ With Career Development as an Intervening Variable

The Effect of Work Environment and Innovation on Job Satisfaction of Millennial Employees at PT.XYZ With Career Development as an Intervening Variable

Situating the KTA gap in clinical research: Foregrounding a discontinuity in practices

Role of Organizational Culture in Improving Employee Psychological Ownership

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