Analysis of the Authentizotic Profile of an Angolan Organization and its Impact on Employees (original) (raw)
Related papers
Jurnal Aplikasi Manajemen
As an organization, hospitals should always make efforts to improve the performance of their employees because those employees will help the hospitals to attain their vision, mission, and goals. This research aims to analyze the effect of organizational climate on turnover intention in mediating organizational commitment and job satisfaction. The research type is a cross-sectional study with a quantitative approach. Data collection is done in one-time observation through a survey involving questionnaires. Items of the questionnaire are arranged on the Ordinal Likert Scale. The data analysis instrument is Variance Based Structural Equation Modelling (SEM), or Second-Order Partial Least Square Program (Smart PLS Version 2.0). The research subject or analysis unit is all employees at Mother-Child Health Hospital of Rembang. Population (N) of research includes all hospital employees, a total of 218 individuals. The employees are divided into clinical staff involved in health care servic...
Inspira- Journal of Modern Management & Entrepreneurship (JMME), 2019
Due to the divergent conclusions on job satisfaction, the study aims to look more deeply into the relationship that exist between the different variables of job satisfaction, organisational commitment and turnover intentions among pharmaceutical employees. The paper uses questionnaire survey to analyze the responses of 300 pharmaceutical employees, taken from some selected pharmaceutical companies (Ranbaxy-now known as Sun Pharmaceuticals), Cipla and Dr. Reddy's Laboratory) in Baddi, Himachal Pradesh. The study made use of both descriptive and inferential statistics such as frequencies, means, and standard deviation, including bivariate correlation to obtain results. Pharmaceutical employees are satisfied and committed to their jobs. The results also provide some supports for the relationships between job satisfaction, organisational commitment and turnover intentions where there is a positive relationship between job satisfaction and organisational commitment whereas there are negative relationship between job satisfaction and turnover intentions. Furthermore, there is a negative relationship between organisational commitment and turnover intentions.
TIJ journal Singapore, 2017
The question of employee turnover has come to gain greater attention especially in this 21st century where organizations all over the world, in various industries, have faced this problem at some stages of their evolution (Zahra et al 2013). Hitherto, organizational studies suggest that intentions to leave are important for organizations and researchers because once people have actually implemented the behavior to quit; there is little likelihood of gaining access to them to understand their prior situation (Juhdi et al 2011). A turnover intention is a mental decision prevailing between an individual's approach with reference to a job whether to continue or leave the job (Jacobs and Roodt, 2007). In other words, it represents conscious and deliberate willingness to leave the organization (Tett and Meyer, 1993). Ongori (2007) contended that the meaning of turnover intention is the plan to leave an organization, and this appears to be the immediate antecedent to actually quitting. Turnover intention is a psychological variable of the tendency to leave that is closely related to turnover (Janseen, 1999). Mobley (1982) describes employee turnover as the cessation of membership in an organization by an individual who received monetary compensation from the organization. Several researchers have pointed out that turnover intention is commonly endorsed in the literature as a predictor of turnover The changes occurred in the theory of management has also significantly affected the attitude of organizations to their workers. The management paradigm, which until the mid of 20th century was under the influence of the " classical organization theory " , considered organizations as " closed-mechanical " systems and its workers as mere elements composing them. This approach tended to see them as parts of a machine rather than socio-psychological beings. Any lack of productivity or mistake of a worker was repaired by simply removing this worker and bringing a new one in his place. In this approach workers had no importance as " individuals " at all and their contribution to the organization was limited strictly to their job description. This attitude of the management reflected on the workers, causing that these were not trying to become more useful for the organization. When found a better job they used to quit their organizations to new one and to stay there until they find even better. INTRODUCTION: Organizational commitment has a long history, and has been the subject of a great deal of research and empirical attention both as a consequence and an antecedent of other work-related variables of interest. It has also an important place in the study of organizational behavior and evolved as a wide range of 'types' (e.g. engagement, attachment, commitment, involvement) within a wide spectrum of foci (e.g. work, job, career, profession/ occupation, organization, union), while studies on commitment varied between the categories of behavioral, attitudinal and motivational within three broad research streams through sociological, industrial/organizational psychology and health psychology (Roodt, 2004a). It has been studied in the public, private, and non-profit sector, and more recently internationally. Organizations implement various policies to overcome the commitment problem. In essence of this effort, more duty-bound, more hardworking for the organizational goals and more consistent with the organization position of the individuals with higher organizational commitment. Organizational commitment goes beyond the classical concept of commitment. It implies a more active commitment. Employees are willing to give their personal contribution to the well-being of the organization. Therefore, the organizational commitment reflects not only on their expressions and statements but also appears in their acts and deeds (Mow day, Steers and Porter, 1979: 226).
Effect of Organisational Factors on Employee Turnover
This study aims to examine the relationship between turnover intention and some organisational factors among professional academics at Jordanian Government Universities. Namely the organisational factors include job satisfaction, work exhaustion, occupational health and safety management and organisational culture. A sample of 250 participants was extracted from different Jordanian universities. The participants were limited to academics in Jordan who are working in any government Jordanian University. Statistical analysis was conducted by using SPSS 23. Previous literature was also used to design a structured questionnaire. A total of 250 questionnaires were given out and 250 questionnaires were 165 collected back. The study then conducted correlation and regression analysis to determine the relationship between the independent and the dependent variables. The models for multiple regression offer support for the relationship between turnover intention and organizational factors. The results revealed that the all the exogenous variables had a significant effect on the endogenous variable. Based on these results, the study implies that managers need to acknowledge the importance of examining the factors that reduce the turnover intentions of the employees and improve the commitment level for their employees.
Mediterranean Journal of Social Sciences, 2013
In this context a field study was conducted on the employees of a health institution operating in the province of Konya. As a result of this study, it is found that there is statistically significant relationship between person-organization fit, job satisfaction and turnover intention. Also, in the context of this study, it is found that the employees having person-organization fit have more job satisfaction and less turnover intention.
Employee turnover has been developed as a painful challenge in any industry. Rapid competition in apparel industry pushes organization to minimize the turnover in order to save the cost. Action of turnover is a result of the initial intention which arises in the mind of the employee to leave the organization and Turnover Intention can be influenced by some other factors. Based on that, this study investigates the impact of Organizational Commitment on the Turnover Intention of the direct employees of apparel firm in Sri Lanka. Among the population of 325 employees, 169 Machine Operators were selected as the sample and the data were collected through a standard and validated questionnaire survey. Organizational Commitment was measured by using Meyer and Allen's (1991) scale. The measurement scale relate to the Turnover Intention was developed by Mobley, Horner and Hollingsworth in 1978. Data were analyzed using a multiple linear regression method. The findings of the study revealed that all the three dimensions of organizational commitment (affective commitment, continuous commitment, and normative commitment) had a significant negative effect on turn over intention thus the study concludes organizational commitment reduce the turnover intention of the direct employees.
2016
ASEAN countries had the quality of human resources (HR) was generally said to be quite good, therefore ASEAN association makes a program called Asean Economic Community (AEC). One impact of AEC policy is the entry of foreign workers into another country freely at ASEAN areas, so that, every ASEAN country should prepare and improve the quality of its human resources properly to face global competition. Human resources department (HRD) is a department that which is owned by every company and have important role. HRD also helps the company to win business competition and achieve the goals of company itself. In order to improve the quality and the role of human resources in a company, the company should maintain and improve about job satisfaction, organizational commitment and performance. This study aims to determine the influence of job satisfaction on turnover intention, determine the influence of organizational commitment to turnover intention and determine the influence of turnover intention on employee's performance of PT. XYZ at Surabaya. The result of this study is performance variable explained by work satisfaction, organizational commitment and turnover intention only 0,585 or 58,5%, while 41,5% is explained by other variables.