Work climate drivers and employee heterogeneity
We examined how sociodemographic variables affect the relationship between work climate constructs (motivation, satisfaction, and loyalty) and work climate drivers (empowerment, image, leadership, pay, and work conditions) in the banking sector. We implemented a partial least squares structural equa...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2020 |
| País: | España |
| Institución: | Universitat Autònoma de Barcelona |
| Repositorio: | Dipòsit Digital de Documents de la UAB |
| Idioma: | inglés |
| OAI Identifier: | oai:ddd.uab.cat:322117 |
| Acceso en línea: | https://ddd.uab.cat/record/322117 https://dx.doi.org/urn:doi:10.1080/09585192.2020.1711798 |
| Access Level: | acceso abierto |
| Palabra clave: | Heterogeneity Job motivation Job satisfaction Loyalty PLS-SEM Work climate Turnover intentions Career satisfaction Organizational performance Leadership-behavior Human-resource management SDG 13 - Climate Action |
| Sumario: | We examined how sociodemographic variables affect the relationship between work climate constructs (motivation, satisfaction, and loyalty) and work climate drivers (empowerment, image, leadership, pay, and work conditions) in the banking sector. We implemented a partial least squares structural equation model to test the general model and then tested heterogeneity using the multi-group parametric test and Pathmox analysis to determine how employee groups were segmented in the structural model. Our results show that empowerment has the greatest impact on work climate and that not all employees respond in the same way to different work climate drivers. As sources of heterogeneity, we identified three groups of employees, namely, executives, senior employees, and junior employees, finding that leadership is important in defining the loyalty of junior employees, whereas work conditions are crucial for senior employees and executives. While pay is one of the most important corporate tools for attracting, retaining, and motivating younger talent, we found that it becomes less relevant as employees ascend the company hierarchy. Our findings provide interesting insight into how companies might customize human resource management strategies according to different employee profiles. |
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