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The job quality dimensions and employees performance during Covid-19: a case study of the saudi's female employees

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PL
Wymiary jakości pracy i wyniki pracowników podczas Covid-19: studium przypadku pracowników saudyjskich
Języki publikacji
EN
Abstrakty
EN
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.
PL
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.
Rocznik
Strony
9--23
Opis fizyczny
Bibliogr. 41 poz., rys., tab.
Twórcy
  • Department of Management, School of Business, King Faisal University,P.O Box:400, Al-Ahsa, 31982 , Saudi Arabia
  • 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
  • 1.Abraham, J. M., (2019). Employer wellness programs - a work in progress. Jama, 321(15), 1462-1463.
  • 2.Agarwal, P., Farndale, E., (2017). High‐ performance work systems and creativity implementation: the role of psychological capital and psychological safety. Human Resource Management Journal, 27(3), 440-458.
  • 3.Alefari, M., Barahona, A. M. F. and Salonitis, K., (2018). Modelling manufacturing employees’ performance based on a system dynamics approach. Procedia Cirp, 72, 438-443.
  • 4.Ali, N., Zia-ur-Rehman, M., (2014). Impact of job design on employee performance, mediating role of job satisfaction: A study of FMCG's sector in Pakistan. International Journal of Business and Management, 9(2), 70.
  • 5.Anyim, C. F., Chidi, O. C. and Badejo, A. E., (2012). Motivation and employees' performance in the public and private sectors in Nigeria. International Journal of Business Administration, 3(1), 31.
  • 6.Arulrajah, A. A., Opatha, H. and Nawaratne, N., (2016). Green human resource management practices: A review. Sri Lankan Journal of Human Resource Management, 5(1).
  • 7.Baicker, K., Cutler, D. and Song, Z., (2010). Workplace wellness programs can generate savings. Health affairs, 29(2), 304-311.
  • 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.
  • 10.Chamberlin, M., Newton, D. W. and LePine, J. A., (2018). A meta‐ analysis of empowerment and voice as transmitters of high‐ performance managerial practices to job performance. Journal of Organizational Behavior, 39(10), 1296-1313.
  • 11.Cullinane, S.-J., Bosak, J., Flood, P. C. and Demerouti, E., (2013). Job design under lean manufacturing and its impact on employee outcomes. Organizational Psychology Review, 3(1), 41-61.
  • 12.Grant, A. M., (2007). Relational job design and the motivation to make a prosocial difference. Academy of management review, 32(2), 393-417.
  • 13.Howard, J., (2017). Nonstandard work arrangements and worker health and safety. American journal of industrial medicine, 60(1), 1-10.
  • 14.Jones, D., Molitor, D. and Reif, J., (2019). What do workplace wellness programs do? Evidence from the Illinois workplace wellness study. The Quarterly Journal of Economics, 134(4), 1747-1791.
  • 15.Kilduff, M., Brass, D. J., (2010). Job design: A social network perspective. Journal of organizational behavior, 31(2/3), 309-318.
  • 16.Le, H., Newman, A., Menzies, J., Zheng, C. and Fermelis, J., (2020). Work–life balance in Asia: A systematic review. Human Resource Management Review, 30(4), 100766.
  • 17.Manyisa, Z. M., van Aswegen, E. J., (2017). Factors affecting working conditions in public hospitals: A literature review. International journal of Africa nursing sciences, 6, 28-38.
  • 18.Mattke, S., Liu, H., Caloyeras, J., Huang, C. Y., Van Busum, K. R., Khodyakov, D. and Shier, V., (2013). Workplace wellness programs study. Rand health quarterly, 3(2).
  • 19.Mattke, S., Schnyer, C. and Van Busum, K. R., (2013). A review of the US workplace wellness market. Rand health quarterly, 2(4).
  • 20.Morrell, D. L., Abston, K. A., (2018). Millennial motivation issues related to compensation and benefits: Suggestions for improved retention. Compensation & Benefits Review, 50(2), 107-113.
  • 21.Namasivayam, K., Miao, L. and Zhao, X., (2007). An investigation of the relationships between compensation practices and firm performance in the US hotel industry. International Journal of Hospitality Management, 26(3), 574-587.
  • 22.Obiageli, O. L., Uzochukwu, O. C. and Ngozi, C. D., (2015). Work-life balance and employee performance in selected commercial banks in Lagos State. European Journal of Research and Reflection in Management Sciences, 3 (4), 63, 77.
  • 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
bwmeta1.element.baztech-80b3eb0e-3ccc-4063-9625-508ee5f717f9
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