The relationship between task-oriented leadership style, psychological capital, job satisfaction and organizational commitment: evidence from Vietnamese small and medium-sized enterprises

Hua, Nguyen Thuy An

doi:10.1108/jamr-03-2020-0036

Cited by 50 publications

(35 citation statements)

References 63 publications

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“…The causal mediated correlations in this model can be explained via Conservation of Resources Theory (Hobfoll, 1989). Although our findings regarding the effect of PsyCap are similar to the results of some previous studies (e.g., Da et al, 2020;Hua, 2020;Junaid et al, 2020;Sepeng et al, 2020), we provide a new insight in this study that OC and JS exert mediating effects simultaneously. This filled a research gap and declared the effects of OC and JS on turnover intention within a hotel.…”

Section: Theoretical Implicationssupporting

confidence: 88%

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

et al. 2021

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High turnover rate is one of the striking features of the hotel industry and one of the most significant challenges. High turnover rate causes substantial costs for recruitment, selection and training in hotels, on the other hand, it also leads to negative consequences such as the decline of organizational performance and service quality. Thus, it is necessary to search for the root causes of turnover and put forward solutions. This study was designed to examine the impact of psychological capital (PsyCap), organizational commitment (OC), and job satisfaction (JS) on turnover intention among hotel employees. Additionally, it aimed to test the mediating roles of job satisfaction (JS) and organizational commitment (OC). The data were obtained from 228 hotel customer-contact employees with a time lag of two weeks in three waves in Kuala Lumpur based on convenience sampling. A series of structural equation modeling analyses were utilized to investigate hypothesized relationships. The results reveal that there exists a significant and negative impact of PsyCap on employees’ turnover intention and this correlation is partially mediated through two job attitudes. That is to say, to retain hotel talents, five-star hotel management should take proper measures to help employees obtain and maintain positive psychological resources such as PsyCap, on the other hand, how to cultivate positive job attitudes and strengthen their sense of identification and belonging for their organizations is supposed to be more focused on.

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Section: Theoretical Implicationssupporting

confidence: 88%

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

et al. 2021

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“…To improve organizational effectiveness, Rodrigues [64] concluded that leadership style and job satisfaction predict person-organization fit within a public sector organizations. Huynh and An Hua's [57] results showed that task-oriented leadership behavior limits employees' job satisfaction in small and medium-sized enterprises. Mikkelson et al [54] also found that task and relations-oriented leadership styles were positively related to job satisfaction, motivation, and organizational commitment as the three most crucial employee outcomes.…”

Section: Leadership Behavior and Job Satisfactionmentioning

confidence: 99%

“…Task-oriented leadership emphasizes work procedures, activities, and goals [54], based on organizational hierarchy and interactions between managers and employees [56]. This type of behavior helps employees to be clear about what works need to be done to achieve settled goals [56], clarifying job responsibilities, work task assignments, priorities, deadlines, performance standards, rules, policies, procedures, etc., [50] in order to achieve effectiveness and quality [57].…”

Section: Leadership Behavior and Job Satisfactionmentioning

confidence: 99%

Organizational Justice and Leadership Behavior Orientation as Predictors of Employees Job Satisfaction: Evidence from Croatia

Bakotić

Bulog

2021

Sustainability

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The aim of this paper was to examine the role of organizational justice and leadership behavior orientation in predicting job satisfaction by focusing on three organizational justice dimensions (distributive, procedural, and interactional justice) and two leadership behavior orientations (task and relations-oriented behaviors). The empirical research was conducted in Croatia, during 2019. The research sample included 298 participants. Hierarchical regression analysis was conducted to empirically test proposed hypotheses focusing on organizational justice and leadership behavior orientation as predictors of employees’ job satisfaction. Research results showed that interactional justice, distributive justice and relations-oriented leadership behavior have an almost equally powerful impact on job satisfaction. Those variables are based on social relations, which revealed the importance of connections among people and social interactions for job satisfaction development. Additionally, findings suggested that procedural justice and task-oriented leadership behavior did not affect employees’ job satisfaction. These results additionally bring social interactions in the focus of job satisfaction development. A better and more in-depth understanding of these links allows management to be efficient in rapidly changing organizational circumstances to stimulate employees to work effectively. Therefore, in order to enhance employees’ job satisfaction, managers need to create a working environment that is friendly, honest, and encouraging. They have to pay attention to relationships with their employees, providing them the perception of justice, respect, and trust, as well as motivation in everyday activities. Upcoming lines of research should put effort into further exploration of this cognition, by exploring some other social relations variables and their mediational impact on job satisfaction.

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“…Thus, job satisfaction in relation to the factors from the first group is viewed as a dependent variable, while for factors from the second group, job satisfaction is an independent variable. Based on a review of the literature (Huynh & Hua, 2020) and the aforementioned analysis, the association of factors with job satisfaction can be presented using Figure 1 which identifies the most important causes and effects of changes in job satisfaction levels.…”

Section: Job Satisfactionmentioning

confidence: 99%

The Influence of the Organizational Processes on Job Satisfaction

Došenović

Todorović

2021

EMC Review

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The concept of job satisfaction, which is most often defined as a satisfactory or positive emotional state that arises as a result of evaluating work or work experience, is one of the most important and most researched employee work-related issues. The relevance of the observed concept is the result of the belief that any changes in the level of job satisfaction have numerous positive, but also negative consequences, both for the individual and for the organization. In addition to the demographic or personal characteristics of employees, the cause of changes in the level of job satisfaction may be the related to the organizational elements through which the work environment is shaped. As the demographic characteristics of employees cannot be greatly influenced, the attention of researchers is usually focused on a group of organizational factors or characteristics. Precisely for that reason, the research problem presented in this paper is the influence of the process in the organization on job satisfaction in various organizations operating in the Republic of Srpska. The main goal of this paper is to investigate and determine the existence and nature of the relationship between defined process factors in the organization as independent variables and their impact on job satisfaction as dependent variables. In order to investigate the observed impact and prove the set hypotheses, an empirical research was conducted, using a custom-made survey questionnaire, on a sample of 738 workers employed in 283 organizations from the Republic of Srpska. Reliability analysis, expressed by the Cronbach’s alpha coefficient, shows a very high reliability of the developed instrument for testing satisfaction with organizational design. Testing of the set hypothesis was performed using correlation analysis, and the obtained results confirmed the hypothesis which claims that the processes in the organization affect job satisfaction.

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The relationship between task-oriented leadership style, psychological capital, job satisfaction and organizational commitment: evidence from Vietnamese small and medium-sized enterprises

Cited by 50 publications

References 63 publications

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

Organizational Justice and Leadership Behavior Orientation as Predictors of Employees Job Satisfaction: Evidence from Croatia

The Influence of the Organizational Processes on Job Satisfaction

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