Paper Titles in Periodical
International Letters of Social and Humanistic Sciences
Volume 52

Subscribe

Subscribe to our Newsletter and get informed about new publication regulary and special discounts for subscribers!

ILSHS > Volume 52 > Exploration of Organizational Productivity in...
< Back to Volume

Exploration of Organizational Productivity in Developing Countries

Full Text PDF

Abstract:

Today, Human Resource have identified that competent and skillful employees are the valuable factor in growing and developing organizations. So, respecting their needs their needs management can lead employee job satisfaction. People are the most important in the hospitality organizations because they are the central to the hospitality and service; employees’ attitude, behaviors play a significant role to produce quality of services. Customer satisfaction and customers’ perception about the quality of services are significantly influenced by the attitudes and behaviors of employees to provide services. The most industries are creating comparative understandings to keep employees productive and committed at work. Job satisfaction includes evaluative and expectancy components. The job satisfaction as a pleasurable emotional state resulting from the appraisal of one’s job or job experience. Job satisfaction as affective response resulting from the evaluation of the work environment to enhance organizational productivity. Employees’ work performance is the degree to which employees are carrying out their jobs in a given tasks. This study contributes to better understanding of fairness perceptions by employees. There is large amount of research in this field, the organization focuses on to attain the expected performance from employees, because employees perform key role to achieve organizational goals.

Info:

Periodical:
International Letters of Social and Humanistic Sciences (Volume 52)
Pages:
33-43
Citation:
M. N. Shafique et al., "Exploration of Organizational Productivity in Developing Countries", International Letters of Social and Humanistic Sciences, Vol. 52, pp. 33-43, 2015
Online since:
May 2015
Export:
Distribution:
References:

[1] Aryee, S., Budhwar, P. S., & Chen, Z. X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a social exchange model. Journal of Organizational Behavior, 23(3), 267-285.

DOI: https://doi.org/10.1002/job.138

[2] Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship,. Academy of management Journal, 26(4), 587-595.

DOI: https://doi.org/10.2307/255908

[3] Bertola, G. (1990). Job security, employment and wages. European Economic Review, 34(4), 851-879.

DOI: https://doi.org/10.1016/0014-2921(90)90066-8

[4] Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of applied Psychology, 35(5).

[5] Clark, A., & Postel-Vinay, F. (2009). Job security and job protection. Oxford Economic Papers, 61(2), 207-239.

DOI: https://doi.org/10.1093/oep/gpn017

[6] Colquitt, J. A. (2001). On the dimensionality of organizational justice: a construct validation of a measure. Journal of applied Psychology, 86(3).

[7] Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001). Justice at the millennium: a meta-analytic review of 25 years of organizational justice research. Journal of applied Psychology, 86(3).

DOI: https://doi.org/10.1037/0021-9010.86.3.425

[8] Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001). Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58(2), 164-209.

DOI: https://doi.org/10.1006/jvbe.2001.1791

[9] Cropanzano, R., & Greenberg, J. (1997). Progress in organizational justice: Tunneling through the maze. International review of industrial and organizational psychology, 12, 317-372.

[10] Davy, J. A., Kinicki, A. J., & Scheck, C. L. (1997). A test of job security's direct and mediated effects on withdrawal cognitions. Journal of Organizational Behavior, 18(4), 323-349.

DOI: https://doi.org/10.1002/(sici)1099-1379(199707)18:4<323::aid-job801>3.3.co;2-r

[11] Fallon, P. R., & Lucas, R. E. B. (1993). Job security regulations and the dynamic demand for industrial labor in India and Zimbabwe. Journal of development Economics, 40(2), 241-275.

DOI: https://doi.org/10.1016/0304-3878(93)90085-2

[12] Ferrie, J. E., Shipley, M. J., Stansfeld, S. A., & Marmot, M. G. (2002).

[13] Folger, R. G., & Cropanzano, R. (1998). Organizational justice and human resource management (Vol. 7): sage publications.

[14] Fox, S., Spector, P. E., & Miles, D. (2001).

[15] Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management review, 12(1), 9-22.

[16] Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of management, 16(2), 399-432.

DOI: https://doi.org/10.1177/014920639001600208

[17] Gregg, P., & Wadsworth, J. (1995). A short history of labour turnover, job tenure, and job security, 1975—93. Oxford review of economic policy, 73-90.

DOI: https://doi.org/10.1093/oxrep/11.1.73

[18] Harris, D. H., & others. (1994). Organizational Linkages: Understanding the Productivity Paradox: National Academies Press.

[19] Heckman, J. J., & others. (2000). The cost of job security regulation: evidence from Latin American labor markets: National bureau of economic research.

DOI: https://doi.org/10.3386/w7773

[20] Hoppock, R. (1935). Job satisfaction.

[21] Jackson, T. W., Dawson, R., & Wilson, D. (2003). Understanding email interaction increases organizational productivity. Communications of the ACM, 46(8), 80-84.

DOI: https://doi.org/10.1145/859670.859673

[22] Judge, T. A., Locke, E. A., & Durham, C. C. (1997). The dispositional causes of job satisfaction: A core evaluations approach. RESEARCH IN ORGANIZATIONAL BEHAVIOR, VOL 19, 1997, 19, 151-188.

[23] Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological bulletin, 127(3).

DOI: https://doi.org/10.1037//0033-2909.127.3.376

[24] Lazear, E. P. (1990). Job security provisions and employment. The Quarterly Journal of Economics, 699-726.

[25] Locke, E. A. (1969). What is job satisfaction? Organizational behavior and human performance, 4(4), 309-336.

DOI: https://doi.org/10.1016/0030-5073(69)90013-0

[26] Locke, E. A. (1976). The nature and causes of job satisfaction. Handbook of industrial and organizational psychology, 1, 1297-1343.

[27] Masi, R. J., & Cooke, R. A. (2000). Effects of transformational leadership on subordinate motivation, empowering norms, and organizational productivity. The International Journal of Organizational Analysis, 8(1), 16-47.

DOI: https://doi.org/10.1108/eb028909

[28] Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of applied Psychology, 62(2).

DOI: https://doi.org/10.1037//0021-9010.62.2.237

[29] Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of applied Psychology, 76(6).

DOI: https://doi.org/10.1037//0021-9010.76.6.845

[30] Park, K. -O., Wilson, M. G., & Lee, M. S. (2004). Effects of social support at work on depression and organizational productivity. American Journal of Health Behavior, 28(5), 444-455.

[31] Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of applied Psychology, 59(5).

DOI: https://doi.org/10.1037/h0037335

[32] Pritchard, R. D. (1990). Measuring and improving organizational productivity: A practical guide: Greenwood Publishing Group.

[33] Pritchard, R. D. (1992). Organizational productivity. Handbook of industrial and organizational psychology, 3, 443-471.

[34] Pritchard, R. D. (1995). Productivity measurement and improvement: Organizational case studies: Greenwood Publishing Group.

[35] Pritchard, R. D., Jones, S. D., Roth, P. L., Stuebing, K. K., & Ekeberg, S. E. (1988). Effects of group feedback, goal setting, and incentives on organizational productivity. Journal of applied Psychology, 73(2).

DOI: https://doi.org/10.1037/0021-9010.73.2.337

[36] Rodgers, R., & Hunter, J. E. (1991). Impact of management by objectives on organizational productivity. Journal of applied Psychology, 76(2).

[37] Sverke, M., Hellgren, J., & Näswall, K. (2002). No security: a meta-analysis and review of job insecurity and its consequences. Journal of occupational health psychology, 7(3).

DOI: https://doi.org/10.1037//1076-8998.7.3.242

[38] Tjosvold, D. (1988). Working together to get things done: Managing for organizational productivity: Free Press.

[39] Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.

DOI: https://doi.org/10.1177/014920639101700305

[40] Yousef, D. A. (1998). Satisfaction with job security as a predictor of organizational commitment and job performance in a multicultural environment. International Journal of Manpower, 19(3), 184-194.

DOI: https://doi.org/10.1108/01437729810216694
Show More Hide