The moderating role of intrinsic religiosity in the relationship of stressors and job performance: Evidence from Indonesia
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Author(s)Lina LinaLink to ORCID Index: https://orcid.org/0000-0003-0801-0468
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DOIhttp://dx.doi.org/10.21511/ppm.22(1).2024.22
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Article InfoVolume 22 2024, Issue #1, pp. 255-267
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24 Downloads
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Creative Commons Attribution 4.0 International License
Job performance is the ability to complete work according to predetermined standards. Stressful conditions at work can make job performance worse. An individual’s intrinsic religiosity can weaken these stressful conditions. This study aims to empirically prove the influence of challenge and hindrance stressors on job performance and examine whether intrinsic religiosity can moderate this influence. This paper uses the method of administering online questionnaire surveys by distributing Google Form links to the eligible respondents without conducting the interview. It employs a non-probability sampling design with a purposive sampling method, in this case, judgment sampling. The criteria for selecting respondents are individuals who have the status of full-time employees and work in state-owned and private-owned organizations in the cities of Indonesia. This study proved all hypotheses. Higher challenge stressors result in higher job performance. At the same time, higher hindrance stressors result in lower job performance. Further, intrinsic religiosity weakens the positive influence of challenge stressors on job performance. Individuals who are always attached to God will use work as a means to please God. The characteristics of these individuals are having a positive mental attitude so that they are always ready and calm in facing various work situations and view work as a calling. Also, this study proves that the negative influence of hindrance stressors on job performance is weaker in people with intrinsic religiosity. Ambiguous job descriptions, conflicts, or excessive work are no longer burdensome.
Acknowledgment
This study is funded by the Faculty of Economics and Business, Pelita Harapan University, award number 023/P-ORP-FEB/I/2024.
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JEL Classification (Paper profile tab)M41, M12, J24
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References67
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Tables8
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Figures1
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- Figure 1. Conceptual model
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- Table 1. Respondents’ demographic data
- Table 2. P-value and VIF value of the formative construct
- Table 3. Convergent validity results
- Table 4. Discriminant validity results using the cross-loading
- Table 5. Discriminant validity results using the Fornell-Larcker approach
- Table 6. Discriminant validity results using the HTMT ratio approach
- Table 7. Reliability test
- Table 8. Path coefficient and p-value of hypotheses testing
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Positive leadership and organizational identification: Mediating roles of positive emotion and compassion
Problems and Perspectives in Management Volume 19, 2021 Issue #1 pp. 13-23 Views: 1262 Downloads: 461 TO CITE АНОТАЦІЯThis study examined the effect of positive leadership experienced by employees on their organizational identification and the mechanisms through how positive leadership enhances organizational identification. Despite the importance of positive leadership at work, such as increasing the followers’ positive self-concepts at work, our understanding of the mechanisms through how positive leadership leads to employees’ organizational identification is still in a nascent state. Thus, this study addresses the research gap by investigating the mediating roles of compassion and positive emotions in the relationship between positive leadership and organizational identification. This study used path analysis and bootstrapping to analyze the survey data collected from 312 full-time employees in 10 large-sized companies located in South Korea. The path analysis results confirmed that positive leadership increases employees’ organizational identification. Furthermore, positive leadership enhances compassion and positive emotions at work, which, in turn, leads to higher organizational identification. Most importantly, the bootstrapping results revealed that both compassion and positive emotion mediate the positive relationship between positive leadership and organizational identification. The empirical results broaden the understanding of the mechanisms through how positive leadership could bring positive effects at work, such as employee organizational identification. Thus, from the managerial perspective, organizations could emphasize the importance of positive leadership at work, and provide the managers with opportunities to develop their positive leadership.
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doi: http://dx.doi.org/10.21511/ppm.19(1).2021.06
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