The impact of organizational change on employee turnover intentions at private hospitals: The moderating role of emotional intelligence
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Received August 26, 2023;Accepted October 10, 2023;Published October 16, 2023
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DOIhttp://dx.doi.org/10.21511/ppm.21(4).2023.05
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Article InfoVolume 21 2023, Issue #4, pp. 52-62
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The objective of this study is to examine whether employees’ reactions to organizational change can affect employees’ turnover intentions at private hospitals in Jordan, as well as a moderating impact of emotional intelligence on this relationship. The analysis is quantitative, using a questionnaire that was distributed online among private hospital employees. A total of 408 respondents completed the questionnaires and were included in the analysis. The results of the first hypothesis testing show that β = 0.960, t = 0.69.4, p < 0.00 and prove that organizational change significantly influences employee turnover intentions. Concerning organizational change dimensions, the results of cognitive reaction were β = 0.656, t = 0.17.5, p < 0.00, for emotional reaction, β = 0.680, t = 0.31.1, p < 0.00, while for behavioral reaction, β = 0.718, t = 0.22.7, p < 0.00. Finally, moderation results show that emotional intelligence has a significant effect, thus moderating the relationship between organizational change and turnover intentions (β = 0.828, t = 0.11.3, p < 0.00).
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JEL Classification (Paper profile tab)M10, M12, M14
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References55
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Tables5
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Figures1
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- Figure 1. Research model
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- Table 1. Cronbach’s alpha
- Table 2. Respondents’ demographic profile
- Table 3. Impact of organizational change on turnover intentions
- Table 4. Impact of organizational change dimensions on turnover intentions
- Table 5. Multiple hierarchical regression analysis
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Conceptualization
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The impact of strategic human resources planning on the organizational performance of public shareholding companies in Jordan
Shaker Al-Qudah , Abdallah Mishael Obeidat , Hosam Shrouf , Mohammed A. Abusweilem doi: http://dx.doi.org/10.21511/ppm.18(1).2020.19Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 219-230 Views: 3161 Downloads: 3258 TO CITE АНОТАЦІЯPerformance management (PM) is a common practice used by organizations to assess and manage employees’ work. Much of PM research is closely related to management practices. Corporations in the public and nonprofit sector continuously develop PM programs to ensure the sustainability of their organizations.
The study aims to analyze the impact of strategic human resources planning on the organizational performance of Jordanian public shareholding companies for senior management and functional unit managers (human resources, marketing, finance, and accounting). The researchers surveyed all the public shareholding companies registered with the Jordan Securities Commission (JSC) in 2019, wherein they found that only 60 companies applied strategic planning and human resources planning (HRP) together. Two hundred and twenty questionnaires were distributed in 52 companies surveyed, and 203 were adopted for statistical analysis. Several statistical methods were used, most notably the multiple regression analysis. The researchers found out a statistically significant impact of the strategic human resources planning (integration of HRP and strategic planning; strategic participation) on organizational performance. The results showed that adopting the strategic HRP dimensions leads to an increase in an organization’s overall productivity, employee satisfaction and reputation, as well as reduced operating costs. HR managers must understand the effectiveness of strategically designed HR practices across functions. -
The impact of organizational culture on job performance: a study of Saudi Arabian public sector work culture
Problems and Perspectives in Management Volume 16, 2018 Issue #3 pp. 207-218 Views: 3011 Downloads: 1188 TO CITE АНОТАЦІЯThis research aims to assess direct and indirect influences of organizational culture on job performance, as well as to evaluate the impact of each sub-element of organizational culture on such performance. It is argued that employees performance derives, on the one hand, from a long-term perspective related to changes that organizations manage and implement during their process of growth. A second dimension of organizational culture can be given through organizational values, routines and distinctive aspects of culture that allow organizations to create solid competitive advantages. Since most studies in this field were held in Western work cultures, this paper will be devoted to the analysis of this relationship within an Arabic cultural environment and more specifically within a Saudi context. A quantitative study tool, based on a comprehensive research questionnaire, was used and the sample was selected from various government departments being operative in Alkharj. The findings indicate a positive relationship between organizational culture and job performance. Likewise, four organizational culture sub-elements, namely Managing Change, Achieving Goals, Coordinating Teamwork and Cultural Strength, were found affecting positively on job performance, but with varying and distinct intensity. Only Customer Orientation was found negatively associated with job performance.
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Human resources staffing process and its impact on job involvement: Irbid District Electricity Company as a case study
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