TY - JOUR
T1 - Work climate drivers and employee heterogeneity
AU - Lamberti, Giuseppe
AU - Aluja Banet, Tomas
AU - Rialp Criado, Josep
PY - 2020
Y1 - 2020
N2 - We examined how sociodemographic variables affect the relationship between work climate constructs (motivation, satisfaction, and loyalty) and work climate drivers (empowerment, image, leadership, pay, and work conditions) in the banking sector. We implemented a partial least squares structural equation model to test the general model and then tested heterogeneity using the multi-group parametric test and Pathmox analysis to determine how employee groups were segmented in the structural model. Our results show that empowerment has the greatest impact on work climate and that not all employees respond in the same way to different work climate drivers. As sources of heterogeneity, we identified three groups of employees, namely, executives, senior employees, and junior employees, finding that leadership is important in defining the loyalty of junior employees, whereas work conditions are crucial for senior employees and executives. While pay is one of the most important corporate tools for attracting, retaining, and motivating younger talent, we found that it becomes less relevant as employees ascend the company hierarchy. Our findings provide interesting insight into how companies might customize human resource management strategies according to different employee profiles.
AB - We examined how sociodemographic variables affect the relationship between work climate constructs (motivation, satisfaction, and loyalty) and work climate drivers (empowerment, image, leadership, pay, and work conditions) in the banking sector. We implemented a partial least squares structural equation model to test the general model and then tested heterogeneity using the multi-group parametric test and Pathmox analysis to determine how employee groups were segmented in the structural model. Our results show that empowerment has the greatest impact on work climate and that not all employees respond in the same way to different work climate drivers. As sources of heterogeneity, we identified three groups of employees, namely, executives, senior employees, and junior employees, finding that leadership is important in defining the loyalty of junior employees, whereas work conditions are crucial for senior employees and executives. While pay is one of the most important corporate tools for attracting, retaining, and motivating younger talent, we found that it becomes less relevant as employees ascend the company hierarchy. Our findings provide interesting insight into how companies might customize human resource management strategies according to different employee profiles.
KW - heterogeneity
KW - job motivation
KW - job satisfaction
KW - loyalty
KW - PLS-SEM
KW - Work climate
UR - http://www.scopus.com/inward/record.url?scp=85078828616&partnerID=8YFLogxK
U2 - 10.1080/09585192.2020.1711798
DO - 10.1080/09585192.2020.1711798
M3 - Artículo
AN - SCOPUS:85078828616
JO - International Journal of Human Resource Management
JF - International Journal of Human Resource Management
SN - 0958-5192
ER -