The Effects of Corporate Social Responsibility on Job Performance: Moderating Effects of Authentic Leadership and Meaningfulness of Work

The purpose of this study is to explore the relationship between employee's psychological capital, organizational commitment and job performance in Vietnam. In this study, psychological capital and overall organizational commitment are considered as two secondorder constructs. Psychological capital includes four different components: self-efficacy, optimism, hope and resiliency. Organizational commitment comprises three different components: affective commitment, continuance commitment and normative commitment. The study uses the combination of quantitative research method and qualitative research method. Qualitative research method (based on the experts' opinions) is used to design the official questionnaire, while relationship between concepts is estimated by quantitative research method, which is inclusive of the methods of descriptive statistics, Cronbach's Alpha, EFA, CFA and CB-SEM. The survey is conducted in two ways: face-to-face and via email. Data are collected from 848 employees across provinces and cities in Vietnam. The findings show that psychological capital and job performance have a positive relationship, organizational commitment has positive influence on job performance, and psychological capital is also related to organizational commitment. All relationship between psychological capital, organizational commitment and job performance of employee are statistically significant. In addition, organizational commitment also plays the mediating role in the positive relationship between psychological capital and employee's performance.

Section: Job Performancementioning

confidence: 99%

Psychological Capital, Organizational Commitment and Job Performance: A Case in Vietnam

Nguyen¹,

Ngo²

2020

“…The success and performance of a person in a field of work are determined by the level of competence and professionalism in the area occupied, but if the success of the performance without the presence or lack of attention and recognition will affect the decreased motivation, the effect on job satisfaction decreases. Some previous research (e.g., Thanh et al, 2020;Nguyen et al, 2019;Suong et al, 2019;Yang & Kim, 2018) show that leadership has a vital effect on organizational activities. Leadership is needed to improve the company's competitiveness on an ongoing basis.…”

Section: Introductionmentioning

confidence: 97%

Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance

Paais¹,

Pattiruhu²

2020

230

185

The study investigates by empirical methods the effect of motivation, leadership, and organizational culture on job satisfaction, and employee performance at Wahana Resources Ltd North Seram District, Central Maluku Regency, Indonesia. This examination intends to be a critical review for academics researching the field of human resources management (HRM). The study's sample consisted of 155 employees who were selected using the Proportionate Stratified Random Sampling method. At the same time, data were collected using a questionnaire and then analyzed using the Structural Equation Modeling on Amos. The results of data analysis showed that work motivation and organizational culture had a positive and significant effect on performance, but did not significantly influence employee job satisfaction. While leadership has a substantial impact on employee job satisfaction, it does not affect performance. The results of testing the coefficient of determination show that job satisfaction is influenced for 57.4% by motivation, leadership, and culture variables, while employee performance variables are influenced for 73.5% by motivation, leadership, culture, and job satisfaction variables. Other factors outside this study influence the rest. Motivation, leadership, and organizational culture of employees need to be improved to increase job satisfaction. Invariably, if employee job satisfaction increases, employee performance will also increase.

“…The actual results that companies desire objectively measure". Yang and Kim (2018) indicated that the extent to which a member has successfully performed his or her job is one of the indicators of organizational effectiveness. Briefly, job performance indicates the effectiveness of the employee's specific actions that contribute to attaining organizational goals.…”

Section: Organizational Commitmentmentioning

confidence: 99%

An Empirical Assessment of Organizational Commitment and Job Performance: Vietnam Small and Medium-Sized Enterprises

Vương¹,

Tung²,

Hòa³

et al. 2020

Research on employee commitment to the organization is necessary for human resource management, and the result is applied in practice to improve organizational effectiveness. The aim of the present study is to explore factors affecting organizational commitment at the small and medium-sized enterprises (SMEs) in Vietnam. Besides, the relationship between organizational commitment and job performance is examined as well. The research was conducted on a sample consisting of 67 white-collar workers and 260 blue-collar workers at SMEs. A total of 327 valid complete questionnaires were input into SPSS 20 database for processing to provide evidence. The research model and hypotheses were tested using the technique of the hierarchical multiple regression analysis. The research results revealed that income, reward and welfare, direct manager, working environment, coworker, and promotion opportunity tended to associate positively with organizational commitment. Besides, the finding also showed that, when the employee has a high organizational commitment, it would lead to high job performance. The main findings of this study provided some managerial implications for SMEs, in general, and managers, in particular. It implies that Vietnam's small and medium-sized enterprises should improve these six factors to retain employees as well as enhance their job performance.