The Impact of National Culture on Employees' Attitudes Toward Heavy Work Investment: Comparative Approach Romania vs. Japan

Popa, Ion; Ștefan, Simona Cătălina; Albu, Catalina; Popa, stefan Catalin; Vlad, Cristian Sebastian

doi:10.24818/ea/2020/s14/1014

Cited by 6 publications

(8 citation statements)

References 9 publications

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“…The inconsistencies underlying the relationship between HWI-TC and job satisfaction may be explained by an indirect effecta conditional (moderating) factor, such as a manager's positive feedback. We hope our explanation adds another perspective to Popa et al's [41] results. Therefore, we propose: Proposition 2a.…”

Section: Hwi and Job Satisfactionsupporting

confidence: 51%

“…Indeed, positive relationships between HWI-TC, HWI-WI and job satisfaction (based on the positive relationship between passionate and engaged HWI with job satisfaction) can be hypothesized. In contradistinction, Popa et al [41] found a negative impact of HWI-TC on job satisfaction, while HWI-WI had a positive effect on job satisfaction in two samples (Romania and Japan). The inconsistencies underlying the relationship between HWI-TC and job satisfaction may be explained by an indirect effecta conditional (moderating) factor, such as a manager's positive feedback.…”

Section: Hwi and Job Satisfactionmentioning

confidence: 91%

“…As HWI includes two dimensions-heavy investment of time and effort-it becomes more apparent why HWI-WI (investing high effort) contributes, by definition, to job performance. Indeed, Popa et al [41] have found that HWI-WI has a positive impact on work-related performance in two samples from Romania and Japan. Therefore, we propose the following: Proposition 1a.…”

Section: Hwi and Job Performancementioning

confidence: 99%

“…Following this, Rabenu [1] stated: "It is of paramount importance to alert managers and employees that long working hours do not indicate high job performance" (p. 265). Moreover, Popa et al [41] found a negative impact of HWI-TC on work performance. These perceptions point to a three-way moderation effect.…”

Section: Hwi and Job Performancementioning

confidence: 99%

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Heavy-Work Investment, Its Organizational Outcomes and Conditional Factors: A Contemporary Perspective over a Decade of Literature

Rabenu

Shkoler

2022

Sustainability

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The construct of heavy-work investment (HWI) is bi-dimensional, revolving around the investment of both time and effort at work. The current paper expands the research thinking and joins the pioneering studies that explore HWI as a relatively new concept in the work-related literature (since 2012). The prime aim of this conceptual paper is to develop a model regarding the intricate relationships between the dimensions of HWI and their work outcomes (with emphasis on possible conditional factors). In particular: (1) we refine the definition of HWI by accounting for the different levels of time and effort investment and (2) we outline multiplex propositions with regard to possible (positive and negative) outcomes of HWI, considering different moderators that can potentially impact these associations. Finally, we offer practical implications for human resource management.

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Section: Hwi and Job Satisfactionsupporting

confidence: 51%

Section: Hwi and Job Satisfactionmentioning

confidence: 91%

Section: Hwi and Job Performancementioning

confidence: 99%

Section: Hwi and Job Performancementioning

confidence: 99%

See 2 more Smart Citations

Heavy-Work Investment, Its Organizational Outcomes and Conditional Factors: A Contemporary Perspective over a Decade of Literature

Rabenu

Shkoler

2022

Sustainability

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“…Improving human resource management in Romania is particularly important due to communist relics, a still deficient education system, and the unprecedented global economic dynamics in which Romanian companies now compete [6]. On top of this, there is a massive migration of labor to countries in Western Europe.…”

Section: Introductionmentioning

confidence: 99%

Work Satisfaction in the Food Industry—A Premise for Economic Performance

et al. 2022

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The greatest challenge for Romania’s food industry is to achieve technical and economic parity with the rest of Europe. Therefore, businesses require productive employees, and labor productivity depends on employee satisfaction. This study’s primary objective was to investigate employee satisfaction in the bakery industry in order to enhance economic performance. This topic is rarely researched, but it is necessary to enhance the economic performance and work processes of this industry. A combination of quantitative and qualitative research methods were used, including an online questionnaire survey of 254 employees and a focus group meeting with 17 managers from 60 companies in the Northeast and Southeast regions of Romania. Total pay (5.3 points on a 1–7-point scale), amount of work (4.9 points), and number of working hours (4.8 points) were the top motivators. The average weighted value for job satisfaction on a scale of 100 points was 27.4 points. The relationship between labor costs and employee satisfaction was strong. Low levels of satisfaction are costlier for employers than high levels of satisfaction. The originality of this study lies in its determination of how strongly employees perceive each aspect of job satisfaction and its correlation to the economic performance of companies.

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Predicting Job Satisfaction and Work Engagement Behavior in the Covid-19 Pandemic: A Conservation of Resources Theory Approach

Nemțeanu¹,

Dinu²,

Pop³

et al. 2022

E+M

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The rapid spread of the COVID-19 pandemic has forced organizations to impose physical distancing restrictions on employees and to practice teleworking on a large scale. Adapting to the new context has generated an increase in job insecurity, and a decrease in employee productivity concerning task completion, boosting stress and counterproductive work behavior. Although the challenges employees face when carrying out their activities and work-related responsibilities, together with an understanding of the factors generating counterproductive work behaviors and job insecurity have been intensely studied in the literature, their manifestation and impact within organizations in the context of the COVID-19 pandemic is barely covered. This paper aims to fill this research gap by evaluating the way internal vision communication, employee reward systems, knowledge, and skills capitalization, and the maintaining of task performance can diminish counterproductive work behaviors and job insecurity generated by the COVID-19 pandemic, influencing employee satisfaction and behavior in this stress-inducing context. The responses collected from 863 Romanian employees are modelled with the help of structural equations in SmartPLS. The results show that in the case of counterproductive work behavior, employee satisfaction diminishes, while efficient performance of tasks and responsibilities, knowledge and skills capitalization, internal vision communication, and the existence of an employee reward system for employee input can all generate greater organizational attachment. Job satisfaction mediates the influence of performance, internal marketing, and counterproductive work behavior in employees’ attachment towards their respective organizations. The paper contributes to the development of the Conservation of Resources Theory, highlighting, in the context of the COVID-19 pandemic, ways in which employee satisfaction and work engagement behavior can be enhanced, thus contributing to diminishing counterproductive work behaviors, and fostering a pleasant and safe work environment.

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The Impact of National Culture on Employees' Attitudes Toward Heavy Work Investment: Comparative Approach Romania vs. Japan

Cited by 6 publications

References 9 publications

Heavy-Work Investment, Its Organizational Outcomes and Conditional Factors: A Contemporary Perspective over a Decade of Literature

Heavy-Work Investment, Its Organizational Outcomes and Conditional Factors: A Contemporary Perspective over a Decade of Literature

Work Satisfaction in the Food Industry—A Premise for Economic Performance

Predicting Job Satisfaction and Work Engagement Behavior in the Covid-19 Pandemic: A Conservation of Resources Theory Approach

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