Sustainable Development and Chinese Tourism Industry
5. Result
5.1 Basic Statistics and Correlations
Table 3 shows the means, standard deviations, and inter-correlations of the variables. Gender had a significant negative correlation with annual income, which shows that female IT personnel received less income than their male counterparts. The significant correlations of age with annual income and problem-solving skill showed that older IT personnel were more confident of their problem-solving skill and earned a higher income despite the rapidly evolving IT scenario. However, the insignificant correlation between age and human relations skill evaluation was not as expected because, particularly in the Japanese society, senior persons are generally expected to be better at dealing with problems in human relations. Significantly negative correlations of employment status with two skill evaluations confirm that most of the part-time workers were employed as unskilled workers. They were given less income, but the insignificant correlation between employment status and overall satisfaction might mean that part-time workers are not always unsatisfied with their work scenario.
Overall satisfaction had a significantly positive correlation with problem-solving skill evaluation but not with human relations skill evaluation.
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--- Insert Table 3 around here
5.2 Hierarchical Regression Analysis
Table 4 shows the result of the hierarchical regression analysis. First, overall satisfaction had a significant positive effect on self-actualization, challenging job, identification with organization, and contribution to society. Therefore, Hypothesis I was partially supported. Problem-solving skill evaluation had a significantly positive impact on challenging job, self-actualization, and extrinsic rewards. On the other hand, human relations skill evaluation positively influenced power and authority and contribution to society. Although all significant effects were positive, and no significantly negative effects were found, the results showed that Hypotheses II and III were only partially supported. Furthermore, the effect of human relations skill evaluation on power and authority was unexpected.
---Insert Table 4 around here 6. Discussion and Conclusion
This study revealed specific characteristics of work values of IT personnel and the relationships between these work values and individual factors. Although no findings were contradictory to our initial hypotheses, the effect of these factors on work values might be more complicated than we had anticipated. In future studies, we should investigate the relationships between work values and individual factors in more detail. Furthermore, the empirical result showed a positive impact of human relations skill evaluation on power and authority. In fact, we simply regarded this work value as one of the extrinsic work values that was only slightly associated with human relation skills.
However, congenial human relationships are particularly emphasized in Japanese society, and such skills might be considered important and necessary for gaining strong power and authority in Japanese organizations.
Although this study presented several important findings on the work values of IT personnel, it had some limitations that should be resolved by future studies. First, as already described, this study regarded individual factors as antecedents of work values, but it might be possible to consider that workers’ work values influenced their attitude toward work. Future studies should collect more data and adopt a more rigorous statistical method to accurately examine the causal relationship. Second, this study used data that were initially collected by other institutions that did not consider concrete hypotheses and empirical studies. Therefore, most questionnaire items were not developed, and little consideration was given to the measures of previous related studies.
Nonetheless, this study revealed that jobs of IT personnel had specific work values, as was initially expected. Researchers interested in human resource management of IT personnel should pay further attention to the jobs of these personnel by concentrating on the various aspects of their job characteristics. Further, because it is important to investigate work values by job categories, a similar study should be conducted for identifying the specific characteristics of various job
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References
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Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational Citizenship Behavior:
Its Nature, Antecedents, and Consequences, Thousand Oaks, CA: Sage.
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Summer, M., & Niederman, F. (2003–2004). The impact of gender differences on job satisfaction, job turnover, and career experiences of information systems professionals, The Journal of Computer Information Systems, 44(2), 29–39.
Ueda, Y. (2007). Soshiki shimin koudou ni taisuru jouhou gijutsu no eikyou ni tuite [Introductory consideration on impacts of IT on OCB], Journal of Information and Management, 28(1), 44–52.
Ueda, Y. & Ohzono, Y. (2011). Effect of Work Values on Work Outcomes: Investigating Differences between Job Categories, the Proceedings of the Decision Sciences Institute the 42nd Annual Meeting, Boston. Forthcoming.
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Annexure
Table 1 Job Categories Classified as Jobs of IT Personnel
Job Freq. Percent Research and Development (Computer) 6 2.8
Development (Software-related) 64 29.4 Database-related System Engineer 8 3.7
Control-related System Engineer 13 6
Network Engineer 14 6.4
Programmer 26 11.9
CG Programmer 1 0.5
Support Engineer (Software) 10 4.6
System Analyst 3 1.4
System Consultant 4 1.8
Communication and Network Engineer 13 6
Image Processing 4 1.8
CAD Operator 4 1.8
Web-related Application Development 2 0.9
Server Management Engineer 6 2.8
IT Consultant 6 2.8
Security Engineer 1 0.5
Other Software Development Engineer 24 11
EC Consultant 1 0.5
Web Producer/Director 2 0.9
Web Designer 3 1.4
Web Contents Producer 1 0.5
Other Internet-related Professional 2 0.9
Total 218 100
Figure 1 The Cobweb Chart of Work Values of IT Personnel
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JUNE 2011 VOL 3,NO 2 Table 2 Result of One Sample T-Test of Work Values of IT Personnel
95% CID*
IT Personnel Mean Std.
Dev.
Std.
Error of Mean
t Sig. (2-
tailed) Mean
Difference Lower Upper
challenging job .155 .875 .060 2.599 .010 .155 .037 .272
self-actualization –.067 .870 .059 –1.136 .257 –.067 –.184 .049
extrinsic rewards .003 .900 .061 .048 .962 .003 –.118 .124
power and authority .056 .847 .058 .964 .336 .056 –.058 .169
identification with organization
–.230 .905 .062 –3.735 .000 –.230 –.351 –.109
contribution to society –.146 .934 .064 –2.301 .022 –.146 –.271 –.021 N = 218
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JUNE 2011 VOL 3,NO 2 Table 3 Means, Standard Deviations, and Inter-Correlations
Variables Means Std. Dev. 1 2 3 4 5 6 7 8 9 10 11 12
1 Gender 1.120 0.325
2 Age 34.770 9.238 –.071
3 annual
income 517.470 232.243 –
.240** .645**
4 employment status
1.080 0.276 .044 –.13 –.233**
5 overall
satisfaction 2.847 0.532 .087 –.016 .123 –.046
6
Problem- solving skill evaluation
2.701 0.580
–.096 .305** .391** –.153* .282**
7 human relations skill evaluations
2.631 0.604
–.05 .04 .193** –.162* .108 .524**
8 challenging
job .155 0.875 –.029 –.144* .00 –.034 .189** .431** .344**
9 self-
actualization
–.067 0.871 .07 –.221** –.129 .008 .222** .257** .208** .718**
10 Extrinsic
rewards .003 0.900 .121 –.285** –.217** –.10 .121 .129 .199** .442** .592**
11 power and authority
.056 0.847 –
.216** –.099 .03 –.091 .123 .262** .347** .629** .504** .463**
12 identification
with org. –.230 0.905 .11 –.153* –.119 .028 .376** .173* .145* .457** .676** .577** .409**
13 contribution to society
–.146 0.934 .088 –.032 .045 –.007 .252** .244** .206** .584** .696** .402** .375** .553**
N = 218, **: p < .01, *:
p < .05
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Table 4 Result of Hierarchical Regression Analysis
challenging job self-actualization variables
beta ⊿R2 ⊿F beta ⊿R2 ⊿F
gender –.005 .074
age –.288 *** –.290 ***
annual income .178 * .054
1
employment status –.016 .048 2.372* –.012 .073 3.695***
gender –.008 .060
age –.286 *** –.275 ***
annual income –.017 –.110
employment status .017 .010
overall satisfaction .046 .118 *
problem-solving skill .439 *** .325 ***
2
human relations skill .117 .234 19.994*** .073 .149 11.715***
N = 218
extrinsic rewards power and authority variables
beta ⊿R2 ⊿F beta ⊿R2 ⊿F
gender .104 –.202 ***
age –.300 *** –.157 *
annual income –.033 .066
1
employment status –.135 * .130 6.965*** –.094 .068 3.426***
gender .098 –.218 ***
age –.280 *** –.098
annual income –.135 –.087
employment status –.116 * –.062
overall satisfaction .042 .083
problem-solving skill .159 * .131
2
human relations skill .113 .055 4.121*** .259 *** .121 9.151***
N = 218
identification with organization contribution to society variables
beta ⊿R2 ⊿F beta ⊿R2 ⊿F
gender .105 .126 *
age –.175 * –.129
annual income .000 .146
1
employment status .008 .045 2.206* .029 .023 1.088
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gender .055 .101
age –.099 –.077
annual income –.166 * .001
employment status .018 .050
overall satisfaction .335 *** .162 **
problem-solving skill .119 .149
2
human relations skill .090 .160 12.343*** .149 * .099 6.941***
N = 218
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DETERMINANTS OF PERFORMANCE MANAGEMENT SYSTEM IN SOUTH EAST ASIA
Nur Naha Abu Mansor1
Head of HRD Panel, Faculty of Management and HRD Universiti Teknologi Malaysia, Malaysia.
Ananya Raka Chakraborty, Tay Ke Yin, Zeynep Mahitapoglu Faculty of Management and HRD, Universiti Teknologi Malaysia, Malaysia.
Abstract
The main purpose of this study is to identify the relationship between determinants influencing the implementation and effectiveness of performance management system (PMS) in South East Asia.
This study specifically examines organizational factors influencing PMS as well as effectiveness of the system. A total of 123 questionnaires were distributed to academic members across a higher education institution. Factor analysis was conducted using Principle Component Analysis (PCA) technique to identify the construct validity of factors influencing PMS and descriptive statistics was used to examine the effectiveness of PMS. Pearson correlation method was used to determine the relationship between organizational factors and effectiveness of PMS. The results of the study demonstrated that three organizational factors influenced PMS and its effectiveness at a moderate level. In addition, among the three organisational factors, performance oriented culture (POC) has the strongest relationship with effectiveness of PMS.
Keywords: Performance Management System (PMS); Performance Appraisal, Organizational Factors, Effectiveness of PMS