劳动力多样性和工作意义对员工敬业度和组织公民行为的影响

IF 1.5 Q3 MANAGEMENT Human systems management Pub Date : 2023-01-23 DOI:10.3233/hsm-220184
Chong Yunyi, J. Singh, Janitha Kularajasingam
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引用次数: 1

摘要

背景:这项研究是在新冠肺炎大流行后进行的,这场大流行给员工的行为带来了许多干扰和变化。本研究关注新冠肺炎大流行后Z员工在新常态环境下的行为。Z世代目前是马来西亚最大的年龄组,占总人口的29%。他们有自己不同于前几代人的行为方式和工作模式。尽管Z世代员工人数不断增加,但在新冠肺炎大流行后,缺乏研究劳动力多样性和工作意义对员工敬业度和OCB的影响。目的:本研究旨在了解新冠肺炎大流行后马来西亚Z世代员工的劳动力多样性与工作意义对员工参与度和组织公民行为(OCB)的相关性。本研究还调查了员工敬业度与OCB之间的关系。方法:这是一项定量研究,采用调查策略从160名受访者中收集数据。SPSS和Smart PLS用于生成描述性和推断性统计数据。结果:结果显示,在疫情后,Z世代员工中,劳动力多样性是员工参与度的最强预测因素。劳动力多样性也对OCB产生了重大影响。相比之下,工作意义仅对员工敬业度有显著影响,但员工敬业度对OCB也有显著影响,和OCB,并通过关注Z世代员工扩展了当前的文献。研究结果表明,新冠肺炎大流行后,组织应采用劳动力多样性和工作意义来提高Z世代员工的参与度。新冠肺炎疫情后员工敬业度的提高将降低员工流动率,提高生产力和动力。
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The influence of workforce diversity and job meaningfulness on employee engagement and organizational citizenship behaviors
BACKGROUND: This study was done after the COVID-19 pandemic that brough a lot of disruptions and changes in behaviors of employees. This study focused on behaviors of Z employees in the new normal environment after the COVID-19 pandemic. Generation Z presently form the biggest age group in Malaysia, accounting for 29% of the total population. They have their own way of behavior and working patterns that is different from previous generations. Despite the increasing number of Gen Z employees, there is a dearth of studies that examined the effect of workforce diversity and job meaningfulness on employee engagement and OCB after the COVID-19 pandemic. OBJECTIVE: This research aimed to find out the association between workforce diversity and job meaningfulness to employee engagement and Organization Citizenship Behavior (OCB) among Gen Z employees in Malaysia after the COVID-19 pandemic. This research also investigated the relationship between employee engagement and OCB. METHODS: This was a quantitative study, and a survey strategy was used to collect data from 160 respondents. SPSS and Smart-PLS were used to generate descriptive and inferential statistics. RESULTS: The results revealed that workforce diversity was the strongest predictor of employee engagement among Gen Z employees after the pandemic. Workforce diversity also had a significant impact on OCB. Comparatively, job meaningfulness had a significant impact only on employee engagement but there was also a significant impact of employee engagement on OCB CONCLUSIONS: The study that was done after the pandemic is one of the first to examine the relationship between workforce diversity, job meaningfulness, employee engagement, and OCB and has extended the current literature through the focus on Generation Z employees. The results suggest that workforce diversity and job meaningfulness to be adopted by organizations to upgrade engagement of Gen Z employees after the COVID-19 pandemic. The increase in employee engagement post-COVID, will lead to lower employee turnover, improved productivity and motivation.
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来源期刊
CiteScore
3.50
自引率
30.40%
发文量
56
期刊介绍: Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.
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