Work conditions and job performance: An indirect conditional effect of motivation
The current research investigated the indirect conditional effect of motivation and job satisfaction between work conditions-job performance relationships in the telecomm sector of Pakistan. This is a survey-based study and the questionnaire was developed using pre-established scales. The sample con...
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| Autores principales: | , , , |
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| Formato: | article |
| Lenguaje: | EN |
| Publicado: |
Taylor & Francis Group
2020
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| Materias: | |
| Acceso en línea: | https://doaj.org/article/1ebddce643bf4f90b64708fc9eed8f0a |
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| Sumario: | The current research investigated the indirect conditional effect of motivation and job satisfaction between work conditions-job performance relationships in the telecomm sector of Pakistan. This is a survey-based study and the questionnaire was developed using pre-established scales. The sample consisted of full time employees in telecommunication sector of Lahore and Karachi. Partial least square structural equation modeling was conducted to explore the relationships between Work conditions and Job performance. The research on work conditions of organizations in emerging economies is still inadequate. Preceding scholars have mainly focused on various factors to enhance the performance of the employees such as training and job redesigning. This study focused on how healthy workplace conditions aid the employee to raise their satisfaction level and efficiency. These important issues have strong managerial implications since utilitarian managers face tough choices in assigning their restricted resources and in prioritizing strategic initiatives. Our finding that work conditions contribute positively to efficiency of employees recommends that firm can reap benefits by adopting such measures. Job satisfaction has value and behaves as an encouraging force, but only for those who have high level of motivation to work because that allows them to fully benefit from this favorable working circumstances and produce well. |
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