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...

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Detalhes bibliográficos
Autores: Lamberti, Giuseppe|||0000-0002-8666-796X, Aluja Banet, Tomas, Rialp Criado, Josep|||0000-0002-0656-1592
Tipo de documento: artigo
Data de publicação:2020
País:España
Recursos:Universitat Autònoma de Barcelona
Repositório:Dipòsit Digital de Documents de la UAB
Idioma:inglês
OAI Identifier:oai:ddd.uab.cat:322117
Acesso em linha:https://ddd.uab.cat/record/322117
https://dx.doi.org/urn:doi:10.1080/09585192.2020.1711798
Access Level:Acceso aberto
Palavra-chave: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
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spelling Work climate drivers and employee heterogeneityLamberti, Giuseppe|||0000-0002-8666-796XAluja Banet, TomasRialp Criado, Josep|||0000-0002-0656-1592HeterogeneityJob motivationJob satisfactionLoyaltyPLS-SEMWork climateTurnover intentionsCareer satisfactionOrganizational performanceLeadership-behaviorHuman-resource managementSDG 13 - Climate ActionWe 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. 22020-01-0120202020-01-01Articlehttp://purl.org/coar/resource_type/c_6501VoRhttp://purl.org/coar/version/c_970fb48d4fbd8a85info:eu-repo/semantics/articleapplication/pdfhttps://ddd.uab.cat/record/322117https://dx.doi.org/urn:doi:10.1080/09585192.2020.1711798reponame:Dipòsit Digital de Documents de la UABinstname:Universitat Autònoma de BarcelonaInglésengopen accesshttp://purl.org/coar/access_right/c_abf2Aquest document està subjecte a una llicència d'ús Creative Commons. Es permet la reproducció total o parcial, la distribució, i la comunicació pública de l'obra, sempre que no sigui amb finalitats comercials, i sempre que es reconegui l'autoria de l'obra original. No es permet la creació d'obres derivades.https://creativecommons.org/licenses/by-nc-nd/4.0/info:eu-repo/semantics/openAccessoai:ddd.uab.cat:3221172026-06-06T12:50:31Z
dc.title.none.fl_str_mv Work climate drivers and employee heterogeneity
title Work climate drivers and employee heterogeneity
spellingShingle Work climate drivers and employee heterogeneity
Lamberti, Giuseppe|||0000-0002-8666-796X
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
title_short Work climate drivers and employee heterogeneity
title_full Work climate drivers and employee heterogeneity
title_fullStr Work climate drivers and employee heterogeneity
title_full_unstemmed Work climate drivers and employee heterogeneity
title_sort Work climate drivers and employee heterogeneity
dc.creator.none.fl_str_mv Lamberti, Giuseppe|||0000-0002-8666-796X
Aluja Banet, Tomas
Rialp Criado, Josep|||0000-0002-0656-1592
author Lamberti, Giuseppe|||0000-0002-8666-796X
author_facet Lamberti, Giuseppe|||0000-0002-8666-796X
Aluja Banet, Tomas
Rialp Criado, Josep|||0000-0002-0656-1592
author_role author
author2 Aluja Banet, Tomas
Rialp Criado, Josep|||0000-0002-0656-1592
author2_role author
author
dc.subject.none.fl_str_mv 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
topic 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
description 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.
publishDate 2020
dc.date.none.fl_str_mv 2
2020-01-01
2020
2020-01-01
dc.type.none.fl_str_mv Article
http://purl.org/coar/resource_type/c_6501
VoR
http://purl.org/coar/version/c_970fb48d4fbd8a85
dc.type.openaire.fl_str_mv info:eu-repo/semantics/article
format article
dc.identifier.none.fl_str_mv https://ddd.uab.cat/record/322117
https://dx.doi.org/urn:doi:10.1080/09585192.2020.1711798
url https://ddd.uab.cat/record/322117
https://dx.doi.org/urn:doi:10.1080/09585192.2020.1711798
dc.language.none.fl_str_mv Inglés
eng
language_invalid_str_mv Inglés
language eng
dc.rights.none.fl_str_mv open access
http://purl.org/coar/access_right/c_abf2
https://creativecommons.org/licenses/by-nc-nd/4.0/
dc.rights.openaire.fl_str_mv info:eu-repo/semantics/openAccess
rights_invalid_str_mv open access
http://purl.org/coar/access_right/c_abf2
https://creativecommons.org/licenses/by-nc-nd/4.0/
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.source.none.fl_str_mv reponame:Dipòsit Digital de Documents de la UAB
instname:Universitat Autònoma de Barcelona
instname_str Universitat Autònoma de Barcelona
reponame_str Dipòsit Digital de Documents de la UAB
collection Dipòsit Digital de Documents de la UAB
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