Job Satisfaction Organizational Commitment and Contextual Performance Examining Effects of Work St.docx
- 文档编号:12277460
- 上传时间:2023-04-17
- 格式:DOCX
- 页数:24
- 大小:29.21KB
Job Satisfaction Organizational Commitment and Contextual Performance Examining Effects of Work St.docx
《Job Satisfaction Organizational Commitment and Contextual Performance Examining Effects of Work St.docx》由会员分享,可在线阅读,更多相关《Job Satisfaction Organizational Commitment and Contextual Performance Examining Effects of Work St.docx(24页珍藏版)》请在冰豆网上搜索。
JobSatisfactionOrganizationalCommitmentandContextualPerformanceExaminingEffectsofWorkSt
UniversityofMassachusetts-Amherst
ScholarWorks@UMassAmherst
InternationalCHRIEConference-RefereedTrack2009ICHRIEConference
Jul31st,10:
15AM-11:
15AM
JobSatisfaction,OrganizationalCommitment,andContextualPerformanceExaminingEffectsofWorkStatusandEmotionalIntelligenceamongPrivateClubStaffMembers
JaeMinCha
MichiganStateUniversity,jcha@bus.msu.edu
SeungHyunKim
MichiganStateUniversity,kimseung@bus.msu.edu
RonaldF.Cichy
MichiganStateUniversity,cichy@bus.msu.edu
ThisConceptualRefereedPaperisbroughttoyouforfreeandopenaccessbytheHospitality&TourismManagementatScholarWorks@UMass
Amherst.IthasbeenacceptedforinclusioninInternationalCHRIEConference-RefereedTrackbyanauthorizedadministratorof
ScholarWorks@UMassAmherst.Formoreinformation,pleasecontactscholarworks@library.umass.edu.
JaeMinCha,SeungHyunKim,andRonaldF.Cichy,"JobSatisfaction,OrganizationalCommitment,andContextualPerformance:
ExaminingEffectsofWorkStatusandEmotionalIntelligenceamongPrivateClubStaffMembers"(July31,2009).International
CHRIEConference-RefereedTrack.Paper6.
http:
//scholarworks.umass.edu/refereed/Sessions/Friday/6
JobSatisfaction,OrganizationalCommitment,andContextualPerformance:
ExaminingEffectsofWork
StatusandEmotionalIntelligenceamongPrivateClubStaffMembers
JaeMinCha,Ph.D.
TheSchoolofHospitalityBusiness
MichiganStateUniversity
EastLansing,MI48824
SeungHyunKim,Ph.D.
TheSchoolofHospitalityBusiness
MichiganStateUniversity
EastLansing,MI48824
and
RonaldF.Cichy,Ph.D.
TheSchoolofHospitalityBusiness
MichiganStateUniversity
EastLansing,MI48824
ABSTRACT
Thisstudyexploredtheeffectsofworkstatus(part-timevsfull-time)andemotionalintelligence(highEIvs
lowEI-groups)onjobsatisfaction,organizationalcommitment,andcontextualperformance,usingasampleof
privateclubstaffmembers(N=136).Multivariateanalysisofcovariance(MANOVA)showedthattherewereno
statisticallysignificantdifferencesbetweenpart-timeandfull-timestaffmemberswithregardtojobsatisfaction,
organizationalcommitment,andcontextualperformance.Ontheotherhand,multivariateeffectsforemotional
intelligenceandworkstatus×emotionalintelligenceinteractionwerestatisticallysignificant,respectively.Practical
implicationsfortheprivateclubindustryarealsoprovidedintermsofhiringandtrainingprocedures.
KeyWords:
JobSatisfaction,OrganizationalCommitment,ContextualPerformance,EmotionalIntelligence,and
PrivateClubIndustry
INTRODUCTION
Part-timeemploymentisbecomingasubstantialandgrowingproportionoftheworkforceintheUnited
States.Inparticular,serviceorganizationshaveturnedtopart-timeemployees,becauseoftheirscheduleflexibility
andreducedlaborcosts.About37%ofservice-relatedjobsareoccupiedbypart-timestaffmembers(U.S.
DepartmentofLabor,2006).Whileseveralresearchersstartedinvestigatingtheroleofworkstatusinjobattitudes
andperformanceinotherindustries(c.f.,Martin&Sinclair,2007;Thorsteinson,2003),thereisapaucityof
hospitalityresearchcomparingthework-relatedattitudesandjobperformancebetweenfull-timeandpart-time
hospitalitystaffmembers.Soitisimperativetoexaminewhetherandwhentheremaybedifferencesinimportant
organizationaloutcomesofpart-timeandfull-timeworkers,usingthehospitalitysample.Thiscurrentstudy,in
particular,addressesthedifferencebetweenpart-timeandfull-timestaffmembersintheirworkattitudesand
behaviorsinthecontextoftheprivateclubindustry.
Feldman(1990)arguedthatresearcherstendtotreatpart-timeemployeesasasingle,homogenousgroup.
Thiscurrentstudyattemptedtodifferentiatecharacteristicsofpart-timeandfull-timestaffmembers,dependingon
theirscoresofemotionalintelligence.Althoughtheterm,emotionalintelligence,wasnotintroducedasaresearch
mainstreamuntilthe1990s,theconceptofemotionalintelligencehasemergedasagrowingresearchtopicamong
organizational-andbusinessresearchers.Ingeneral,emotionalintelligencereferstotheabilitytorecognizeand
regulateemotionsinourselvesandinothers(Goleman,1995).Emotionalintelligenceisclaimedtoinfluence
variousworkbehaviors,suchasemployeecommitment,teamwork,developmentoftalent,innovation,qualityof
service,andcustomerloyalty(Zeidner,Matthews,&Roberts,2004).
Emotionallycompetentstaffmembersareanimportantassettotheprivateclubindustry,becausethey
likelypossessskillsandabilitiestocreaterapportwithprivateclubmembersandbuildrelationshipswiththemand
alsowiththeirco-workers(Ashkanasy&Daus,2005;Goleman,1995).Privateclubstaffmembersarerequiredto
treatprivateclubmembersespeciallywell,becauseprivateclubmembersarealsoprivateclubownersbyvirtueof
retainingtheirmemberships,continuingtopaydues,andsponsoringotherstojointhroughdevelopedrelationships
(Cichy,Cha,&Kim,2007).Emotionallyintelligentstaffmembersmaybemoreawareoftheirownfeelingsaswell
asthefeelingsofothers,includingco-workersandprivateclubmember,andbettermaybeabletoidentifyand
managethem,accordingtothetheoryofemotionalintelligence.Understandingandmanagingone’sownandothers’
emotionsarelikelytoinfluencejobattitudesandbehavioralchoicesintheworkplace(Rozell,Pettijohn,&Parker,
2004).
StudyObjectives
Thisstudyemployedasampleofprivateclubstaffmemberstoevaluatedifferencesinjobsatisfaction,
organizationalcommitmentandcontextualperformance,basedontheirworkstatus(full-timeversuspart-time)and
theirlevelofemotionalintelligence(highEIversuslowEI).Mostimportantly,thisstudywastoexplorewhether
therearedifferencesintheseimportantoutcomevariables,dependingoninteractionsbetweentheirworkstatus
(part-timeversusfull-time)andemotionalintelligence(highEIversuslowEI).
LITERATUREREVIEW
DevelopmentinEmotionalIntelligence
AfterSaloveyandMayer(1990)initiallyintroducedthetermemotionalintelligencetorepresentan
individual’sabilitytodealwithhisorherownandothers’emotions,Goleman(1995)popularizedtheconceptofEI
byhispublicationEmotionalIntelligence:
WhyItCanMatterMorethanIQ.Ashistitlesuggests,hearguedthat
generalintelligence(IQ)onlypredictsabout20%ofthevariancerelatingtoanindividual’ssuccess,andemphasized
thatEIcanbemorepowerfulthanIQ.Bar-On’sworkinEI(1997)alsoneedstoberecognized.Bar-On(1997)
definedEIas“anarrayofnon-cognitivecapabilities,competencies,andskillsthatinfluenceone’sabilitytosucceed
incopingwithenvironmentaldemandsandpressure”(p.16).HisconceptualdefinitionofEIisbroaderthanthoseof
otherresearcherswhoconsideremotionalintelligenceasonepartofimportantsocialintelligence.Sincethose
researchersandotherEIresearchershaveclaimedthelinkbetweenEIandimportantjobattitudesandeffective
performance,practitionersandresearchersincreasinglyhavepaidattentiontounderstandingEIasanimportant
factorexplainingindividualperformanceatwork.EIframeworkstheorizedbyGoleman(1995,1998,2000),
SaloveyandMayer(1990),MayerandSalovey(1997),andBar-On(1997,2000)havecontributedsignificantlyto
thefieldoforganizationalbehavior.However,severalresearchershavequestionedthescientificvalidityand
reliabilityofEIframeworks(Antonakis,2003;Ashkanasy&Daus,2005;Daviesetal.,1998;Lockes,2005;Schutte
etal.,1998).Law,Wong,andSong(2004)alsocommentedthatsomepopularmeasuresofexistingEIscalesaretoo
extensivetoadministerinrealorganizationalsettings.Inrespondingtofillinresearchgaps,Cichy,Cha,andKim
(2007)developedarelativelyshortscaleofEI,consistingofIn,Out,andRelationships,thatcanbeappliedtothe
realorganizationalcontext,andtestedtheproposedthreedimensionsofvalidityandreliability.Inisdefinedas
one’sabilitytosenseandleadone’sownemotions.Outisone’sabilitytobeawareof,orrelatetoandunderstand
others’emotions.Relationshipsconstructrepresentsone’sabilitytointegrateemotionalexperienceswithone’s
actionsandthoughts,whileinteractingwithothers.
HighEIandLowEIGroupsinOutcomeVariables
Ingeneralterms,organizationalcommitmentis“astrongbeliefinandacceptanceoftheorganization’s
goalsandvalues,awillingnesstoexertconsiderableeffortonbehalfoftheorganization,andadefinitedesireto
maintainorganizationalmembership(Porter,Steers,Mowday,&Boulian,1974;p.604).AllenandMeyer(1990,
1996)proposedathree-componentconceptualizationofOC,comprisingaffectivecommitment(AC),continuance
commitment(CC),andnormativecommitment(NC).IndividualswithstrongACremainwiththeorganization
becausetheywantto,thosewithstrongCCstaybecausetheyneedto,andthosewithstrongNCcontinuetowork
becausetheyfeeltheyoughtto(Meyer&Allen,1991;Meyeretal.,2003).Organizationalcommitmentcanbeseen
asanemotionalresponsetoapositiveappraisaloftheworkenvironment(Testa,2001).Researchersalsofoundthat
emotionalintelligencewascorrelatedpositivelywithorganizationalcommitment(Carmeli,2003;Nikolaou&
Tsaousis,2002;Shutteetal,1998;Rozelletal,2004).
Jobsatisfaction,oneofthemostextensivelyresearchedworkattitudesinorganizationalbehaviorliterature,
isdefinedasapleasurableorpositiveemotionalstateresultingfromtheappraisalofone’sjoborjobexp
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Job Satisfaction Organizational Commitment and Contextual Performance Examining Effects of Work St
链接地址:https://www.bdocx.com/doc/12277460.html