How to Shape the Employees’ Sustainable Work Attitude: The Moderating Effect of Supervisor Attitudes
Abstract
:1. Introduction
2. Literature Review and Hypothesis Development
2.1. Education, Training Implications and Effectiveness Evaluation
2.2. Taiwan Police’s Annual Training
2.3. Association between Education, Training Effectiveness and Employees’ Work Attitudes
2.4. The Moderating Effect of Supervisor Attitudes on the Association between Education, Training and Work Attitudes
3. Methodology
3.1. Research Framework
3.2. Analytical Strategies
3.3. Sampling
3.4. Data Collection and Informed Consent
3.5. Measures of Research Variables
3.6. Education and Training Effectiveness
3.7. Supervisor Attitudes toward Employee Education and Training
3.8. Organizational Commitment
3.9. Professional Commitment
3.10. Service-Oriented OCBs
3.11. Control Variables
4. Results
4.1. Basic Analysis
4.2. Hypothesis Testing
4.3. Moderating Effect of Supervisor Attitudes
5. Conclusion and Suggestion
5.1. Conclusion and Discussion
5.2. Theoretical and Practical Implications
5.3. Limitations and Recommendations for Future Research
Author Contributions
Funding
Conflicts of Interest
References
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M | SD | α Coefficient | Research Variables | |||||
---|---|---|---|---|---|---|---|---|
(1) | (2) | (3) | (4) | (5) | ||||
(1) Education and training | 3.152 | 0.441 | 0.859 | 1 | ||||
(2) Organizational commitment | 2.987 | 0.421 | 0.741 | 0.608 *** | 1 | |||
(3) Professional commitment | 3.421 | 0.471 | 0.802 | 0.551 *** | 0.472 *** | 1 | ||
(4) Service-oriented OCBs | 3.610 | 0.484 | 0.744 | 0.481 *** | 0.481 *** | 0.643 *** | 1 | |
(5) Supervisor attitudes | 3.301 | 0.785 | 0.801 | 0.557 *** | 0.551 *** | 0.485 *** | 0.434 *** | 1 |
Research Variable | χ2/df | GFI | NNFI | PGFI | RMSEA | |||||
---|---|---|---|---|---|---|---|---|---|---|
Observed Value | Ideal Value | Observed Value | Ideal Value | Observed Value | Ideal Value | Observed Value | Ideal Value | Observed Value | Ideal Value | |
Education and training | 3.15 | 1.00 ~ 5.00 | 0.94 | >0.8 | 0.95 | >0.9 | 0.77 | >0.5 | 0.052 | <0.08 |
Organizational commitment | 2.54 | 0.96 | 0.97 | 0.74 | 0.046 | |||||
Professional commitment | 3.87 | 0.93 | 0.93 | 0.65 | 0.067 | |||||
Service-oriented OCBs | 4.09 | 0.93 | 0.92 | 0.60 | 0.078 | |||||
Supervisor attitudes | 4.11 | 0.92 | 0.93 | 0.61 | 0.075 | |||||
References | Schumacker and Lomax [76] | Jöreskog and Sörbom [77] | Bagozzi and Yi [78] | Baumgartner and Homburg [79] |
Research Variable | Observed Value | λ | t | AVE |
---|---|---|---|---|
Education and training | Satisfaction at training | 0.80 | 11.24 | 0.901 |
Improvement of individual ability | 0.88 | 12.01 | ||
The performance of actual practice | 0.74 | 10.24 | ||
Organizational commitment | Value commitment | 0.93 | 15.05 | 0.745 |
Effort commitment | 0.95 | 15.77 | ||
Retention commitment | 0.84 | 13.65 | ||
Professional commitment | Professional identification | 0.68 | 7.41 | 0.811 |
Professional involvement | 0.77 | 8.24 | ||
Commitment to stay in the same profession | 0.89 | 10.12 | ||
Service-oriented OCBs | Loyalty | 0.91 | 10.77 | 0.728 |
Service delivery | 0.83 | 9.05 | ||
Altruism | 0.71 | 6.78 | ||
Supervisor attitudes | Attitudes before | 0.86 | 9.87 | 0.814 |
Attitudes during | 0.94 | 12.01 | ||
Attitudes after | 0.85 | 8.04 |
Absolute Fit Measures | Ideal Value | Observed Value | References |
χ2/df | 1.00~5.00 | 3.41 | Schumacker and Lomax [76] |
GFI | >0.8 | 0.93 | Jöreskog and Sörbom [77] |
RMSEA | <0.08 | 0.069 | Baumgartner and Homburg [79] |
Incremental Fit Measures | Ideal Value | Observed Value | References |
AGFI | >0.8 | 0.91 | Lu [80] |
NFI | >0.9 | 0.94 | Bagozzi and Yi [78] |
NNFI | >0.9 | 0.93 | Bagozzi and Yi [78] |
CFI | >0.9 | 0.93 | Bentler [81] |
Absolute Fit Measures | Ideal Value | Observed Value | References |
PNFI | >0.5 | 0.78 | Bagozzi and Yi [78] |
PGFI | >0.5 | 0.70 | Bagozzi and Yi [78] |
Control Variables | Model Number | |||||||||
---|---|---|---|---|---|---|---|---|---|---|
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | VIF | |
Gender | 0.113 | 0.123 | 0.152 | −0.023 | −0.034 | −0.040 | 0.104 | 0.097 | 0.070 | 1.131 |
Age | 0.254 | 0.228 | 0.252 | −0.015 | −0.041 | −0.007 | 0.181 | 0.163 | 0.147 | 4.271 |
Education level | −0.018 | −0.019 | −0.014 | 0.153 ** | 0.156 ** | 0.158 ** | 0.132 * | 0.132 * | 0.132 * | 1.144 |
Years of service | −0.268 * | −0.244 * | −0.209 * | −0.017 | 0.001 | −0.015 | −0.178 | −0.144 | −0.152 | 4.239 |
Model independent variables | ||||||||||
Education and training | 0.623 *** | 0.543 *** | 0.481 *** | 1.178 | ||||||
Satisfaction at training | 0.279 *** | 0.227 * | 0.181 * | 1.818 | ||||||
Improvement of individual ability | 0.021 | 0.439 *** | 0.313 ** | 1.274 | ||||||
The performance of actual practice | 0.388 *** | −0.087 | −0.026 | 1.409 | ||||||
F | 1.03 | 53.07 *** | 36.59 *** | 2.66 * | 38.04 *** | 29.26 *** | 2.51 | 28.14 *** | 19.37 *** | |
Adj. R2 | 0.000 | 0.388 | 0.401 | 0.14 | 0.311 | 0.337 | 0.013 | 0.239 | 0.252 |
Control Variables | Model Number | ||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | VIF | |
Gender | 0.113 | 0.123 | 0.150 | −0.024 | −0.023 | −0.034 | 0.99 | 0.097 | 0.104 | 0.097 | 0.086 | 0.079 | 1.055 |
Age | 0.254 | 0.228 | 0.217 | 0.187 | −0.015 | −0.041 | −0.059 | −0.065 | 0.181 | 0.163 | 0.135 | 0.126 | 4.308 |
Education level | −0.018 | −0.019 | −0.020 | −0.011 | 0.153 ** | 0.156 ** | 0.148 *** | 0.151 *** | 0.132 * | 0.132 * | 0.134 * | 0.125 * | 1.016 |
Years of service | −0.268 * | −0.244 * | −0.187 | −0.187 | −0.017 | 0.001 | 0.071 | 0.070 | −0.178 | −0.144 | −0.096 | −0.088 | 4.288 |
Model independent variables | |||||||||||||
Education and training | 0.623 *** | 0.263 ** | 0.277 *** | 0.543 *** | 0.194 * | 0.154 | 0.481 *** | 0.145 | 0.126 | 2.436 | |||
Education and training*Supervisor attitudes | 0.422 *** | 0.389 *** | 0.387 *** | 3.501 | |||||||||
Education and training *Attitudes before | 0.123 | 0.418 *** | 0.208 * | 2.801 | |||||||||
Education and training *Attitudes during | 0.268 *** | −0.229 * | −0.028 | 1.804 | |||||||||
Education and training *Attitudes after | 0.027 | 0.283 * | 0.249 * | 3.601 | |||||||||
F | 1.03 | 53.07 *** | 51.88 *** | 36.99 *** | 2.66 * | 38.04 *** | 36.04 *** | 34.08 *** | 2.51 | 28.14 *** | 26.88 *** | 20.01 *** | |
Adj. R2 | 0.000 | 0.388 | 0.438 | 0.445 | 0.14 | 0.311 | 0.349 | 0.409 | 0.013 | 0.239 | 0.288 | 0.277 |
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Ma, H.-Y.; Kao, J.-C.; Kao, R.-H.; Cho, C.-C. How to Shape the Employees’ Sustainable Work Attitude: The Moderating Effect of Supervisor Attitudes. Sustainability 2020, 12, 8331. https://doi.org/10.3390/su12208331
Ma H-Y, Kao J-C, Kao R-H, Cho C-C. How to Shape the Employees’ Sustainable Work Attitude: The Moderating Effect of Supervisor Attitudes. Sustainability. 2020; 12(20):8331. https://doi.org/10.3390/su12208331
Chicago/Turabian StyleMa, Hsiang-Yu, Jui-Chung Kao, Rui-Hsin Kao, and Cheng-Chung Cho. 2020. "How to Shape the Employees’ Sustainable Work Attitude: The Moderating Effect of Supervisor Attitudes" Sustainability 12, no. 20: 8331. https://doi.org/10.3390/su12208331