The impact of job involvement congruence on employees from Romanian organizations Cover Image
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The impact of job involvement congruence on employees from Romanian organizations
The impact of job involvement congruence on employees from Romanian organizations

Author(s): Nicoleta Firică, Ticu Constantin
Subject(s): Social Sciences, Psychology, Social psychology and group interaction
Published by: EDITURA POLIROM S.A.
Keywords: job involvement; burnout; general mental health; organizational commitment; job satisfaction; work to family conflict; performance;

Summary/Abstract: Our research addressed the job involvement concept from the perspective of employeeorganization congruence. We assessed the influence of the congruence between perceived individual and collective job involvement on the following variables: job satisfaction, general mental health, work to family conflict, burnout, organizational commitment, turnover intent and professional performance. The participants were invited to evaluate to which extent statements corresponding to the items in Kanungo’s Job Involvement Questionnaire (1982) were applicable to them and also to the other colleagues in the organization. Based on their answers, we calculated an employeeorganization congruence index for job involvement and we placed each participant in one of the following situations: positive congruence (involved employee, working with involved colleagues), negative congruence (uninvolved employee, working with perceived uninvolved colleagues), incongruence – type A: involved employee, working with uninvolved colleagues and incongruence – type B: uninvolved employee working with involved colleagues. The results showed that the congruence between the perceived personal and organizational job involvement influenced burnout, general mental health, organizational commitment, job satisfaction, work to family conflict and performance. It was interesting to discover that the lowest level of burnout was registered for uninvolved employees working with job involved colleagues. We were also surprised to find out that uninvolved employees who worked in uninvolved teams (negative congruence) had significantly better performance levels than the uninvolved employees working with involved colleagues.

  • Issue Year: 1/2020
  • Issue No: 45
  • Page Range: 75-100
  • Page Count: 26
  • Language: English