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Wymiary jakości pracy i wyniki pracowników podczas Covid-19: studium przypadku pracowników saudyjskich
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Abstrakty
The aim of the present study is to examine the impact of job quality dimensions on the employees' performance during Covid-19 situation. Our study is an empirical study. It uses a quantitative survey research design. The data collected by a questionnaire developed by CIPD, 2018 to measure job quality through six main dimensions including the compensation and benefits, work conditions, health and safety, well-being and work-life balance, job design, and job performance. The female that participated in this research is 216 who work at King Faisal University. The primary data collected by a self-developed questionnaire that uses the model of CIPD, 2018 for the job quality dimensions. Our study finds positive correlations between the main dimensions of job quality and employee performance.
Celem niniejszego badania jest zbadanie wpływu wymiarów jakości pracy na wyniki pracowników w sytuacji Covid-19. Przedstawione badanie jest badaniem empirycznym. Wykorzystuje projekt badania ankietowego ilościowego. Dane zebrane za pomocą kwestionariusza opracowanego przez CIPD, 2018 w celu pomiaru jakości pracy w sześciu głównych wymiarach, w tym wynagrodzenia i świadczeń, warunków pracy, zdrowia i bezpieczeństwa, dobrego samopoczucia i równowagi między życiem zawodowym a prywatnym, projektowania pracy i wydajności pracy. Kobiety, które brały udział w tych badaniach, to 216 osób pracujących na Uniwersytecie Króla Faisala. Dane pierwotne zebrane za pomocą opracowanego przez autorów kwestionariusza wykorzystującego model CIPD, 2018 dla wymiarów jakości pracy. Badanie wskazuje na pozytywne korelacje między głównymi wymiarami jakości pracy a wydajnością pracowników.
Czasopismo
Rocznik
Tom
Strony
9--23
Opis fizyczny
Bibliogr. 41 poz., rys., tab.
Twórcy
autor
- Department of Management, School of Business, King Faisal University,P.O Box:400, Al-Ahsa, 31982 , Saudi Arabia
autor
- Department of Management, School of Business, King Faisal University,P.O Box:400, Al-Ahsa, 31982 , Saudi Arabia
autor
- Department of Management, School of Business, University of Biskra, P.O Box: 145, Biskra 07000, Algeria
Bibliografia
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- 8.Baig, S. A., Iqbal, S., Abrar, M., Baig, I. A., Amjad, F., Zia-ur-Rehman, M. and Awan, M. U., (2019). Impact of leadership styles on employees’ performance with moderating role of positive psychological capital. Total Quality Management & Business Excellence, 15, 1-21.
- 9.Beltrán-Martín, I., Bou-Llusar, J. C., (2018). Examining the intermediate role of employee abilities, motivation and opportunities to participate in the relationship between HR bundles and employee performance. BRQ Business Research Quarterly, 21(2), 99-110.
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- 23.Odunlami, I. B., Matthew, A. O., (2014). Compensation Management and Employees Performance in the Manufacturing Sector, A Case Study of a Reputable Organization in the Food and Beverage Industry. International Journal of Managerial Studies and Research, 2(9), 108-117.
- 24.Ogbonnaya, C., Messersmith, J., (2019). Employee performance, well‐ being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? Human Resource Management Journal, 29(3), 509-526.
- 25.Oldham, G. R., Fried, Y., (2016). Job design research and theory: Past, present and future. Organizational behavior and human decision processes, 136, 20-35.
- 26.Oldham, G. R., Hackman, J. R., (2010). Not what it was and not what it will be: The future of job design research. Journal of organizational behavior, 31(2‐ 3), 463-479.
- 27.Osibanjo, A. O., Adeniji, A. A., Falola, H. O. and Heirsmac, P. T., (2014). Compensation packages: a strategic tool for employees' performance and retention. Leonardo Journal of Sciences (25), 65-84.
- 28.Ozioma, H., Abomeh, O. S. and Nkiruka, O. C., (2017). Manpower development and employees’ performance: qualitative assessment of small and medium scale business in Abuja Nigeria. Journal of Economics, Management and Trade, 10, 1-6.
- 29.Pak, K., Kooij, D. T., De Lange, A. H. and Van Veldhoven, M. J., (2019). Human Resource Management and the ability, motivation and opportunity to continue working: A review of quantitative studies. Human Resource Management Review, 29(3), 336-352.
- 30.Peiró, J. M., Bayona, J. A., Caballer, A. and Di Fabio, A., (2020). Importance of work characteristics affects job performance: The mediating role of individual dispositions on the work design-performance relationships. Personality and Individual Differences, 157, 109-127.
- 31.Peters, P., Den Dulk, L. and van der Lippe, T., (2009). The effects of time-spatial flexibility and new working conditions on employees’ work–life balance: The Dutch case. Community, Work & Family, 12(3), 279-297.
- 32.Raharjo, K., Nurjannah, N., Solimun, S. and Fernandes, A. A. R., (2018). The influence of organizational culture and job design on job commitment and human resource performance. Journal of Organizational Change Management.
- 33.Rayner, J., Morgan, D., (2018). An empirical study of ‘green’workplace behaviours: ability, motivation and opportunity. Asia Pacific Journal of Human Resources, 56(1), 56-78.
- 34.Riyanto, S., Sutrisno, A. and Ali, H., (2017). The Impact of Working Motivation and Working Environment on Employees Performance in Indonesia Stock Exchange. International Review of Management and Marketing, 7(3).
- 35.Safa, N. S., Maple, C., Watson, T. and Von Solms, R., (2018). Motivation and opportunity based model to reduce information security insider threats in organisations. Journal of information security and applications, 40, 247-257.
- 36.Salas‐ Vallina, A., Alegre, J. and López‐ Cabrales, Á., (2021). The challenge of increasing employees' well‐ being and performance: How human resource management practices and engaging leadership work together toward reaching this goal. Human Resource Management, 60(3), 333-347.
- 37.Vermeeren, B., (2017). Influencing public sector performance: studying the impact of ability-, motivation-and opportunity-enhancing human resources practices on various performance outcomes in the public sector. International Review of Administrative Sciences, 83(4), 717-737.
- 38.Wassem, M., Baig, S. A., Abrar, M., Hashim, M., Zia-Ur-Rehman, M., Awan, U. and Nawab, Y., (2019). Impact of capacity building and managerial support on employees’ performance: The moderating role of employees’ retention. Sage Open, 9(3), 215-225.
- 39.Wood, S., Van Veldhoven, M., Croon, M. and de Menezes, L. M., (2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human Relations, 65(4), 419-445.
- 40.Yu, W., Chavez, R., Feng, M., Wong, C. Y. and Fynes, B., (2020). Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective. International journal of production economics, 219, 224-235.
- 41.Zareen, M., Razzaq, K. and Mujtaba, B. G., (2013). Job design and employee performance: The moderating role of employee psychological perception. European Journal of Business and management, 5(5), 46-55.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).
Typ dokumentu
Bibliografia
Identyfikator YADDA
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