Tài liệu tiếng anh tham khảo the mediating effects of job stress and job involvement

Tài liệu tiếng Anh tham khảo dành cho các anh chị học cao học quản trị kinh doanh, tài liệu chuẩn và rất thiết thực trong công tác làm luận văn, báo cáo. With the serious financial crisis that began in 2008, many banking service personnel lost confidence and even influence their job involvement and job performance. The purpose of this study is to explore the causal relationship among the job uncertainty, job involvement, job stress, and job performance of banking service personnel under the economic depression. Three hundred and sixtythree effective surveys were received from banking service personnel. The data were analyzed by reliability analysis, exploratory factor analysis, confirmatory factor analysis, using the structural equation model to measure the relationship among the constructs. The empirical results found that job instability of banking service personnel has negative influences on job performance and job involvement. However, job instability has a significant positive influence on job stress. Job stress has a positive influence on job involvement and job performance. Job involvement has a positive influence on job performance. The mediating effects of job stress and job involvement can positively influence job performance. Out of these, the most important factor on job performance is job involvement and the second factor is job stress. These findings can provide the direction of reference for the supervisors of the banking institutions to improve their performances, as well as how to face the stress of their staffs and formulate the best decision of management.

ISSN 1450-288X Issue 11 (2009)

© EuroJournals Publishing, Inc 2009

http://www.eurojournals.com/JMIB.htm

The Mediating Effects of Job Stress and Job Involvement

Under Job Instability : Banking Service Personnel of Taiwan as an Example

Yenhui Ouyang

Department of Finance and Banking, Kun Shan University, Tainan, Taiwan

E-mail: ouyang@ksu.edu.tw Tel: 886-952236222

Abstract

With the serious financial crisis that began in 2008, many banking service personnel lost confidence and even influence their job involvement and job performance The purpose

of this study is to explore the causal relationship among the job uncertainty, job involvement, job stress, and job performance of banking service personnel under the economic depression Three hundred and sixty-three effective surveys were received from banking service personnel The data were analyzed by reliability analysis, exploratory factor analysis, confirmatory factor analysis, using the structural equation model to measure the relationship among the constructs The empirical results found that job instability of banking service personnel has negative influences on job performance and job involvement However, job instability has a significant positive influence on job stress Job stress has a positive influence on job involvement and job performance Job involvement has a positive influence on job performance The mediating effects of job stress and job involvement can positively influence job performance Out of these, the most important factor on job performance is job involvement and the second factor is job stress These findings can provide the direction of reference for the supervisors of the banking institutions to improve their performances, as well as how to face the stress of their staffs and formulate the best decision of management

Keywords: Job Instability, Job Involvement, Job Stress, Job Performance

1 Introduction

Due to the 2008 financial crisis, many banking service personnel around the world have not only lost their confidence, but have also caused unemployment rates to be more serious day by day To promote efficiency and performance, some enterprises have taken the steps of reorganizing their enterprises, merging, and even laying off their employees to reduce manpower cost Therefore, employment relationship between the staff and organization become more unstable and forecast with difficulty Many research pointed out employees with instability in their job have reduced their commitment to their organization, even affecting their job manner, job involvement, and even job performance

Moreover, Cohen (1999) supported the importance of job involvement as an antecedent to organizational commitment in particular having a key influence on job performance The purpose of this article is to extend job performance research We will provide a theoretical basis for our construct

of job instability, job stress, job involvement and for job performance its antecedents, and then show how these constructs are related within this context

This paper is organized in the following sections First, we examine the relevant literature and then present our hypotheses and research framework The next section gives an overview of the core methodology used, and then the findings from the research are discussed At the end of this paper, the research limitations and managerial implications of this study will be discussed

2 Literature and Hypotheses

2.1 Job Instability

Job instability contains two constructs, namely severity of threat and powerlessness The multiplicative operationalization of the subscales shows job insecurity = (severity of threat) x (powerlessness to resist), where severity of threat is comprised of threat to the job and threat to the job’s features (Greenhalgh and Roseblatt, 1984) Isaksson, Pettersson and Hellgren (1998) gave new dimensionality

to the conceptualization of job insecurity by adding quantitative and qualitative values to the conceptualization of Greenhalgh and Rosenblatt (1984) Where Greenhalgh and Rosenblatt (1984) conceptualized job insecurity as an affective subjectivity, Isaksson et al (1998) expanded on this definition by regarding job insecurity as thoughts on quantitative and qualitative losses of job features Quantitative job insecurity is concerned with the perceived threats of losing one’s job itself, while qualitative job insecurity refers to the threats to, or uncertainty about, losing important job features and values, such as promotions, salary increases and future career development (De Witte 2005a)

Mauno, Kinnunen, Mäkikangas and Nätti (2005) suggested that job insecurity is a subjective estimation of one’s chances of losing a job, which is based on the objective circumstances According

to Mauno et al., these objective circumstances become the antecedents of the job insecurity equation Jacobson (1991) further argued that the objective available cues in the environment can be perceived

by the individual as threats to his/her current job and/or position These environmental cues may include things such as restructuring, retrenchments and downsizing Johnson et al (1984) found that job performance among individuals who were affected by feelings of job insecurity due to organizational change was significantly lower than that of individuals who showed less inclination towards such feelings According to different studies, job insecurity is also related to work and organizational attitudes (Green, Felstead and Burchell 2000; Human 2002) Consistent with the prior literature and results, we predicted that job instability would be negatively associated with job performance and job involvement

H1: Job instability has negative association with job performance (see Figure 1)

H2: Job instability has negative association with job involvement (see Figure 1)

From the relevant literature, it is evident that job insecurity has been conceptualized and defined in different ways by various researchers and writers (De Witte 2000; Greenhalgh and Rosenblatt 1984; Reisel 2002; Sverke et al 2004) The common factor in the relevant publications is that job insecurity can be conceptualized as a perception that has predictive value as a cause of stress and that it implies consequences for the individual and the organization Due to the subjective nature of this perception, individuals will have different reactions to this possible stressor (Sverke et al 2004)

A study by Sverke and Goslinga (2003) revealed that job insecurity has immediate consequences, which may affect the attitudes of individuals and have possible long-term consequences that may affect an individual’s health and behavior Mauno and Kinnunen (1999) conceptualized job insecurity as a stressor irrespective of its conceptualization as global or multidimensional This view includes the application of stress theories to research on job insecurity Some research has been done from the stress framework, which holds that stressors such as demands placed on the employee and the employee’s experienced levels of the strain may produce feelings of job insecurity (De Witte 2000; Sverke et al 2004) Probst’s (2002) integrated model of job insecurity confirms the perspective that job

insecurity is a job stressor From this viewpoint, we predicted that job instability has a significant effect

on job stress, and examined the following hypothesis:

H3: Job instability has positive association with job stress (see Figure 1)

2.2 Job Involvement

Job involvement is defined as the degree to which a person identifies psychologically with his or her work and the importance of the work in their total self-image (Lodhal and Kejner 1965) Zagenczyk and Murrell (2009) investigated the relationship between advice-giving, advice-receiving, and employee work attitudes, and found that while advice-giving and advice-receiving were positively related to job involvement, only advice-receiving was positively related to work-unit commitment Job involvement is strongly significant, and can be perceived as a reflection of work experiences (Cohen, 1999) Individuals may become involved in their jobs in response to specific attributes of the work situation (Mudrack, 2004) If the staff has positive feelings toward their work, they will also view the goals and the stipulations that the organization has established more positively Indeed, many theorists have hypothesized that highly job-involved employees will put forth substantial effort towards the achievement of organizational objectives and be less likely to leave their employers (Kanungo, 1979; Lawler, 1986; Kahn, 1990; Pfeffer, 1994)

Emery and Barker (2007) suggest that the organizational commitment of customer contact personnel was significantly correlated with customer satisfaction, but not with profits and productivity

On the other hand, the job involvement of customer contact personnel was significantly correlated with all three outcomes Dimitriades (2007) explored the usefulness and highlighted the nature of the inter-relationship(s) between service climate and job involvement with regard to their impact on the customer-focused organizational citizenship behaviors (OCB) of frontline employees in a diverse cultural context within Greece He provided empirical evidence of the applicability in Greek service contexts, and illuminated the complex nature of the inter-relationships between organizational climate for service and job involvement in predicting customer-oriented organizational citizenship behaviors, expanding the OCB literature Cohen (1999) argued that individuals with high levels of job involvement, which stem from positive experiences on-the-job (Kanungo, 1979; Witt, 1993), attribute these experiences to the organization We thus predicted that job involvement has a significant effect

on job performance and examined the following hypothesis:

H4: Job involvement has positive association with job performance (see Figure 1)

2.3 Job Stress

The term “stress” originated in the field of physics and was transferred into psychology Basically, the idea is that human beings tend to resist external forces acting upon them, just as do physical materials and bodies (Hobfull, 1989) Today the concept of stress is widespread but controversial Job stress can

be defined as an employee’s awareness or feeling of personal dysfunction as a result of perceived conditions or happenings in the workplace, and the employee’s psychological and physiological reactions caused by these uncomfortable, undesirable, or threats in the employee’s immediate workplace environment (Montgomery et al., 1996) Job stress has received substantial attention in past research on accountants like the individuals included in this study (Fisher, 2001; Bernardi, 1997; Patten, 1995; Choo, 1987) Job stress is very much an individual reaction and is different from general stress as it is also organization and job related (Montgomery et al., 1996) A number of aspects of working life have been linked to stress Aspects of the work itself can be stressful, namely work overload (DeFrank and Ivancevich, 1998; Sparks and Cooper, 1999) and role-based factors such as lack of power, role ambiguity, and role conflict (Nelson and Burke, 2000) Threats to career development and achievement, including threat of redundancy, being under-valued, and unclear promotion prospects are stressful (Nelson and Burke, 2000) Stress is associated with impaired individual functioning in the workplace Negative effects include reduced efficiency, decreased capacity to perform, dampened initiative and reduced interest in working, increased rigidity of thought,

a lack of concern for the organization and colleagues, and a loss of responsibility (Greenberg and Baron, 1995) Based on these prior findings the following hypotheses were formulated and tested:

H5: Job stress has positive association with job involvement (see Figure 1)

H6: Job stress has positive association with job performance (see Figure 1)

2.4 Job Performance

According to Porter and Lawler (1968), there are three types of performance One is the measure of output rates, amount of sales over a given period of time, the production of a group of employees reporting to manager, and so on The second type of measure of performance involves ratings of individuals by someone other than the person whose performance is being considered The third type

of performance measures is self-appraisal and self-ratings As a result, the adoption of self-appraisal and self-rating techniques are useful in encouraging employees to take an active role in setting his or her own goals Thus, job performance measures the level of achievement of business and social objectives and responsibilities from the perspective of the judging party (Hersey and Blanchard, 1993)

Figure 1: Conceptual framework

Job Instability

Job Involvement Job Performance

Job Stress

H2

H6

H4

H5

H1

H3

3 Methodology

According to the needs of each research variable and hypothesis, SPSS 15.0 for Windows and Amos 7.0 were used to analyze the data The instrument was administered as a questionnaire survey to 500 employees of financial services organizations A total of 345 responses were received, resulting in an overall 69% response rate This questionnaire adapted items from the relevant literature to gauge the respondents attitudes to the four factors of job instability, job stress, job involvement, and job performance on a seven-point Likert scale, anchored on strongly disagree (1) and strongly agree (7) Respondents were asked to answer questions on the four variables The period of survey was from January, 2009 to March, 2009, with banking employees used as the sample The statistical procedures and measures used in this paper are methodologies recommended by Bontis et al (2000), and Khong and Richardson (2003) These methodologies aim to find the casual relationships among job instability, job stress, job involvement, and job performance The procedures and measures, in chronological order, are

(1) Reliability analysis

(2) Exploratory factor analysis

(3) Confirmatory factor analysis

(4) Structural equation modeling (SEM)

4 Results

4.1 Reliability Analysis and Exploratory Factor Analysis

While this analysis is used to reduce numerous variables to a more manageable set of factors (Aaker

and Day,1986), all the loadings of items are below 0.5, and substantial cross-factor were eliminated

from the final scale After removing these variables (α<0.5), all scale items showed good reliability

Table 1 shows the items that remained for modeling the structural equation and also summarized the

result of a reliability analysis of the variables Cronbach’s α were greater than 0.6, which is well above

the minimum of 0.35 for a sample of 244 (Hair et al., 2006) This indicates that the survey instrument

(questionnaire) can be a reliable tool to measure the four concepts (constructs) consistently Moreover,

all of the measures of constructs had been used in past studies, and have thus been validated

4.2 Confirmatory Factor Analysis

When conducting confirmatory factor analysis, variables are assigned to specified factors Four

common model-fit measurements were used to assess the model’s fit The Comparative Fit Index

(CFI), Goodness of Fit Index (GFI; Hair et al., 2006), Normal Fit Index (NFI), and Root Mean Square

Error of Approximation (RMSEA; Steiger, 1990) were used judging the model fit The Comparatie Fit

Index is a recommended index of overall fit (Gebring and Anderson, 1993), Goodness of Fit Index

measures the fitness of a model compared to another model (Hair et al., 2006), Normed Fit Index

measures the proportion by which a model is improved in terms of fit compared to base model (Hair

et., 2006), and the latter (RMSEA) provides information in terms of discrepancy per degree of freedom

for a model (Steiger, 1990) As suggested in the literature (Bollen, K.A and P J Curran 2006;

Joreskog and Sorbo, 1993; Kline, 1998) model fit was assessed by several indices The accepted

thresholds for these indices χ2/df ratio should be less than 3; the values of GFI, NFI, CFI, and IFI

should be greater than 0.9; and RMSEA is recommended to be up to 0.05, and acceptable up to 0.08

(Gefen et al., 2000) As shown in Table 1, most of the model-fit indices exceed the respective common

acceptance levels suggested by previous research, demonstrating that the measurement model exhibited

a good fit with the data collected Based on the confirmatory factor analysis, only 23 of 30 variables

were retained The retained variables will be used in estimating a model via SEM method

Table 1: Confirmatory factor analysis(CFA)fitting Indices

Fitting Indices Job Instability Job Involvement Job Stress Job Performance

RMSEA<0.08 0.061 0.051 0.025 0.061

Based on the CFA results, we analyzed convergent validity, discriminant validity, and

reliability of all the multiple-item scales, following the guidelines from previous literature (e.g., Fornell

and Larcker, 1981; Gefen and Straub, 2005) The measurement properties are reported in Tables 2 and

3

Reliability was assessed in terms of composite reliability, which measured the degree to which

items are free from random error and therefore yield consistent results Composite reliabilities in our

measurement model ranged from 0.8439 to 0.9207 (see Table 2), above the recommended cutoff of

0.70 (Fornell and Larcker, 1981; Nunnally and Bernstein, 1994) Convergent validity was assessed in

terms of factor loadings and average variance extracted According to the prior study, convergent

validity requires a factor loading greater than 0.60 and an average variance extracted no less than 0.50

As shown in Table 1, all items had significant factor loadings higher than 0.60 Average variances

extracted ranged from 0.5396 to 0.6618, suggesting adequate convergent validity Thus, all factors in

the measurement model had adequate reliability and convergent validity

To examine discriminate validity, we compared the shared variances between factors with the

average variance extracted of the individual factors Table 3 shows the inter-construct correlations off

the diagonal of the matrix This showed that the shared variance between factors were lower than the

average variance extracted of the individual factors, confirming discriminate validity (Fornell and

Larcker, 1981) In summary, the measurement model demonstrated discriminate validity

Table 2: Reliability and factor loadings

Constructs/Measurement Items

Standard ized loadings

CR AVE Job Instability 0.8439 0.6472

1 Maybe I will be lay off or fired in the near future 0.858***

Job Involvement 0.8858 0.6618

a Job Intention

4 I think that the work has already become my main goal of my life 0.84***

7 Working is the most important matter in my life and nothing is better than

b Job Commitment

Job Stress

10.It is very difficult for me to sleep at night with heavy burden on job 0.769*** 0.868 0.5698

12 I feel very tired after came back from my office 0.685***

Job Performance

14.I can complete each work and record quickly and effectively 0.68***

15.I am rather skilled in the working process of standard procedure 0.78***

16.The work which was assigned to me by my superior can be completed

b Work Behavior

17 When I have a difficulty in my job, my colleague will support and encourage me 0.71***

18 Having the good relationship can make the work more easy to complete 0.73***

20 I can complete my duty according to the standard procedure 0.77***

21 Having more professional licenses, I will have a competitive ability on my work 0.60***

c.Work efficiency

22 I usually program and arrange the progress of my job 0.77***

23 I would like to pay additional effort to reach the target I set 0.80***

Table 3: Inter-Correlation Results

Construct Job Instability Job Involvement Job Stress Job Performance

Job Instability 6514

Job Involvement -.184(**) .627

Job Stress .197(**) 188(**) .5725

Job Performance -.223(**) 495(**) 117(*) 5396

Note: All correlations are significant at the 0.01 level (2-tailed) The diagonals represent the average variance extracted

4.3 The Result of Structural Model

SEM is a model analysis technique encompassing methods such as covariance structure analysis, latent variable analysis, confirmatory factor analysis, path analysis and linear structural relation analysis (Hair et al., 2006) SEM is also particularly useful in this paper because it can estimate “a series of separate, but interdependent, multiple regression equations simultaneously” in a specified structural model (Hair et al., 2006) Therefore, SEM is the most suitable analysis to estimate the strength of casual relationship of these constructs We formulated an SEM using AMOS 7.0 to analyze our model Bogozzi and Yi (1988) suggested a similar set of fit indices used to examine the structural model (see Table 3) Comparison of all fit indices with their corresponding recommended values, provided evidence of a good model fit ( 2 /

f d

x =2.81, 59 degrees of freedom, AGFI= 0.895, CFI =0.953, NFI= 0.930,IFI=0.961, RFI= 0.915, PNFI=0.703, PGFI=0.604 and RMSEA 0.071) Thus, we could proceed

to examine the path coefficients of the structural model

Table 4: Results of the best fitting model

Absolute fit measures

Incremental fit measures

Parsimony fit measures

4.4 Analysis of paths

Properties of the causal paths ( standardized path coefficients) are shown in Fig 2 The effect of job instability on Job Performance was significant (γ= -0.165) Thus, H1 was supported As expected, job instability had a strong negative and highly significant influence on job performance (γ=-0.237) Thus, H2 was supported Consistent with our theoretical expectation, job instability had a strong positive and highly significant influence on job stress (γ = 0.218), suggesting support for H3 Job involvement had a strong positive significant influence on job performance (β = 0.627), supporting H4 Job stress had a strong positive and highly significant influence on job performance (β= 0.104), supporting H5 It is worth noting that the effects of job stress on job involvement was significant (β= 0.218) H6 was also supported

As shown in Fig 2, altogether, job instability, job stress, and job involvement accounted for 48.7% of the variance in job performance The direct, indirect and total effects of job instability on job

performance were -0.165, -0.096, and-0.261 respectively However, the direct effect (-0.165) of job involvement on job performance showed a stronger negative effect than the direct effect (-0.096), exhibiting job stress and job involvement were not the key mediators to influence on job performance The direct, indirect and total effects of job stress on job performance were 0.104, 0.136, and 0.241, respectively However, the indirect effect (0.136) of job stress on job performance shows a stronger effect than the direct effect (0.104), exhibiting job involvement was also the key mediator to influence

on job performance

Table 5: The effects of Job Instability, Job Stress, and Job Involvement on Job performance

Direct effect Indirect effect Total effect

Figure 2: Hypotheses testing result

J o b I n s t a b i l i t y

J o b

I n v o l v e m e n t

J o b S t r e s s

- 2 3 7 * * *

2 1 8 * * *

6 2 9 * * *

1 0 4 * 2 1 8 * * *

C h i- s q u a r e = 1 6 5 9 2 8

D f = 5 9 : R M S E A = 0 7 1

G F I = 9 3 2 ; A G F I = 8 9 5

C F I= 9 5 3 ;N F I= 9 3 0 ; IF I = 9 5 4 ; R F I= 9 0 8

P G F I = 6 0 4 ;P N F I= 7 0 3

J o b

P e r f o r m a n c e

- 1 6 5 * *

Note: ***p<0.001;**p<0.01;*P<0.05

5 Conclusions

This study aims to find out what plausible factors have impacts on banking service personnel’s stress, which in turn cause their job involvement and job performance We examined the critical factors that influence job performance and found significant and direct effects for job involvement The model was empirically tested using surveyed data from 345 banking service personnel The implications for research and management, study limitations, and future research directions are discussed in the following paragraphs

5.1 Managerial Implication

Although the problem of job stress is impossible to be eliminated entirely under financial crisis, organizations still need to endeavor to deal with employees’ job stress and help them how to properly manage job stress The administrators should encourage or ask their employees to take a vacation after completing a difficult task Furthermore, organizations should offer some psychology courses or counseling courses which can release work related stress Training classes may also enhance banking service personnel in better and effective ways, they will be capable of increasing their job involvement and of alleviating weighty stress When the banking service personnel are inclined to reducing their job involvement and even decline on their job performance, organizations can provide some advanced

psychology courses or counseling courses or work alternatives, such as job rotation, job enrichment, or continuing education With the high instability financial environment and full of severe competition in banking sector, the problem of employees’ stress will serious day by day Thus, we also suggest the administrators should control the reaction of the consciousness of employee's stress and the situation of job involvement at any time, formulating the best management decision and improving management performance to seek the biggest welfare in the company

5.2 Limitations and future research directions

Due to the limited time and resources, this research is only limited in the southern banks of Taiwan and its conclusions may not be applicable to all banks in Taiwan We also suggest the follow-up research may improve the sampling method or choose employees of other service industry as the object and further testify the exterior validity of structure model Additionally, it is interesting to investigate other plausible moderators which have moderating effects between job uncertainty and job performance Finally, the integrative model used in the present study should be expanded to include additional variables that are likely to influence banking service personnel’s job involvement and job performance

in different contexts

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