This study investigated the mediating effect of service performance on the relationship of job satisfaction and turnover intention of BPO workers in Davao City. In order to do so, this study employed the quantitative research design using the descriptive and correlational method via mediation analysis. Using proportionate stratified random sampling, primary data were gathered through the use of online survey questionnaires addressed to 373 respondents working in selected BPO companies in Davao City. In addressing the hypotheses of the study, correlation analysis using Pearson product moment correlation and mediation analysis using Sobel z test were used. The level of job satisfaction and service performance was very high among BPO workers, while turnover intention was low. Results also revealed job satisfaction to have significantly predicted turnover intention and service performance which satisfied the ground for mediation. However, service performance did not significantly predict turnover intention. Further analysis through the Sobel z test confirmed that the mediating effect of service performance on the relationship between job satisfaction and turnover intention is not significant.
{"title":"Job Satisfaction and Turnover Intention of BPO Workers: The Mediating Effect of Service Performance","authors":"P. Cole","doi":"10.2139/ssrn.3901867","DOIUrl":"https://doi.org/10.2139/ssrn.3901867","url":null,"abstract":"This study investigated the mediating effect of service performance on the relationship of job satisfaction and turnover intention of BPO workers in Davao City. In order to do so, this study employed the quantitative research design using the descriptive and correlational method via mediation analysis. Using proportionate stratified random sampling, primary data were gathered through the use of online survey questionnaires addressed to 373 respondents working in selected BPO companies in Davao City. In addressing the hypotheses of the study, correlation analysis using Pearson product moment correlation and mediation analysis using Sobel z test were used. The level of job satisfaction and service performance was very high among BPO workers, while turnover intention was low. Results also revealed job satisfaction to have significantly predicted turnover intention and service performance which satisfied the ground for mediation. However, service performance did not significantly predict turnover intention. Further analysis through the Sobel z test confirmed that the mediating effect of service performance on the relationship between job satisfaction and turnover intention is not significant.","PeriodicalId":357965,"journal":{"name":"ORG: Strategy & Human Resource Management Practices (Topic)","volume":"228 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126243976","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
I study how a gift of more leisure time affects employees’ performance in a real-effort laboratory experiment. Results show that a monetary gift of a 75% wage increase does not alter employee’s performance, compared to a baseline of no gift. A comparable gift of more leisure time, however, significantly increases employee performance by 25% during the employees’ shared working time. The mechanism for this is a significant reduction in on-the-job leisure (Internet) consumption by 45%. An online survey experiment among human resource managers provides some external validity. Managers anticipate the mechanism of on-the-job leisure reduction and point to possible further advantages of leisure time gifts over monetary gifts. This study contributes to the design of incentive schemes in organizations and shows the influence of on-the-job leisure as distortionary behavior on the intensive margin of labor supply.
{"title":"Time is (Not) Money - Incentive Effects of Granting Leisure Time","authors":"T. Vogelsang","doi":"10.2139/ssrn.3464318","DOIUrl":"https://doi.org/10.2139/ssrn.3464318","url":null,"abstract":"I study how a gift of more leisure time affects employees’ performance in a real-effort laboratory experiment. Results show that a monetary gift of a 75% wage increase does not alter employee’s performance, compared to a baseline of no gift. A comparable gift of more leisure time, however, significantly increases employee performance by 25% during the employees’ shared working time. The mechanism for this is a significant reduction in on-the-job leisure (Internet) consumption by 45%. An online survey experiment among human resource managers provides some external validity. Managers anticipate the mechanism of on-the-job leisure reduction and point to possible further advantages of leisure time gifts over monetary gifts. This study contributes to the design of incentive schemes in organizations and shows the influence of on-the-job leisure as distortionary behavior on the intensive margin of labor supply.","PeriodicalId":357965,"journal":{"name":"ORG: Strategy & Human Resource Management Practices (Topic)","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129876468","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Problem description: A recent trend in personnel operations is to reduce hierarchy and allow employee teams to self-manage tasks, responsibilities, and rewards. Yet, we know little about how this arrangement relates to worker productivity and fairness. Academic/practical relevance: We provide the first firm-based evidence that when service teams are allowed to allocate compensation internally, the ensuing peer-bargaining process can generate inequitable outcomes for women. Methodology: We demonstrate this using fixed-effect models to identify productivity and peer-bargaining traits in 932 workers at 32 large Chinese beauty salons. We measure individual productivity through service and prepaid card sales and measure bargaining through the division of team-based commissions. We also build a parsimonious bargaining model to explain our empirical results. Results: Although productivity and bargaining outcomes are positively correlated, female workers consistently receive bargaining outcomes below their productivity level, whereas men are consistently overcompensated. Importantly, we provide evidence that our results can only be explained by a combination of higher prosociality and lower bargaining power in women. We also demonstrate that the resulting inequity is positively correlated with shorter tenure. Managerial implications: Our findings provide unique organizational evidence on how bargaining among peers relates to productivity in service operations. We show that the discriminatory social dynamics observed throughout society are evident in operational designs that delegate decision rights to teams and that the magnitude in these systems is at least as large as that observed in traditional hierarchical pay systems. Managers must anticipate and mitigate this gender-based inequity because it is in and of itself an operational performance issue, and because of the myriad of productivity, retention, and ethical implications that can result from peer-based bargaining.
{"title":"Peer Bargaining and Productivity in Teams: Gender and the Inequitable Division of Pay","authors":"L. Pierce, Laura W. Wang, Dennis J. Zhang","doi":"10.2139/ssrn.3123915","DOIUrl":"https://doi.org/10.2139/ssrn.3123915","url":null,"abstract":"Problem description: A recent trend in personnel operations is to reduce hierarchy and allow employee teams to self-manage tasks, responsibilities, and rewards. Yet, we know little about how this arrangement relates to worker productivity and fairness. Academic/practical relevance: We provide the first firm-based evidence that when service teams are allowed to allocate compensation internally, the ensuing peer-bargaining process can generate inequitable outcomes for women. Methodology: We demonstrate this using fixed-effect models to identify productivity and peer-bargaining traits in 932 workers at 32 large Chinese beauty salons. We measure individual productivity through service and prepaid card sales and measure bargaining through the division of team-based commissions. We also build a parsimonious bargaining model to explain our empirical results. Results: Although productivity and bargaining outcomes are positively correlated, female workers consistently receive bargaining outcomes below their productivity level, whereas men are consistently overcompensated. Importantly, we provide evidence that our results can only be explained by a combination of higher prosociality and lower bargaining power in women. We also demonstrate that the resulting inequity is positively correlated with shorter tenure. Managerial implications: Our findings provide unique organizational evidence on how bargaining among peers relates to productivity in service operations. We show that the discriminatory social dynamics observed throughout society are evident in operational designs that delegate decision rights to teams and that the magnitude in these systems is at least as large as that observed in traditional hierarchical pay systems. Managers must anticipate and mitigate this gender-based inequity because it is in and of itself an operational performance issue, and because of the myriad of productivity, retention, and ethical implications that can result from peer-based bargaining.","PeriodicalId":357965,"journal":{"name":"ORG: Strategy & Human Resource Management Practices (Topic)","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125197135","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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