High performance work system's analysis at Jaume I and Valencia Universities: The case of adjunct professors
Metadades
Mostra el registre complet de l'elementcomunitat-uji-handle:10234/158176
comunitat-uji-handle2:10234/71345
comunitat-uji-handle3:10234/172998
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TFG-TFMMetadades
Títol
High performance work system's analysis at Jaume I and Valencia Universities: The case of adjunct professorsAutoria
Tutor/Supervisor; Universitat.Departament
Mallén Broch, Francisco Fermín; Universitat Jaume I. Departament d'Administració d'Empreses i MàrquetingData de publicació
2019-10-22Editor
Universitat Jaume IResum
The objective of this study is two folded: on the one hand it is intended to shape
the high performance work systems (HPWS) theoretical background by having a look at
their effects on affective commitment, job ... [+]
The objective of this study is two folded: on the one hand it is intended to shape
the high performance work systems (HPWS) theoretical background by having a look at
their effects on affective commitment, job satisfaction, performance, turnover intentions
and innovation, and on the other hand it endeavours to investigate the adjunct
professors’ situation at Jaume I and Valencia Universities.
Therefore, a total number of 98 participants answered a questionnaire sent via
email which contained questions related to HPWS dimensions (selective staffing,
comprehensive training, developmental performance appraisal, equitable reward
system, performance-based pay), job satisfaction and turnover intentions. As such, a
brief analysis of the descriptive data is provided as well as of the distinct differences in
variables such as gender, age, and seniority. Moreover, correlations between HPWS
dimensions (equitable reward system and performance-based pay) with job satisfaction
and turnover intentions variables were carried out.
Results show that adjunct professors working at these two universities are very
dissatisfied with pay levels in their units. However, adjuncts aged less than 30 years old
and those who have worked for 2 years at these two universities feel a greater sense of
involvement and job security than the rest of the groups. Furthermore, two significant
correlations were found: between performance-based pay and job satisfaction, which
leads to the conclusion that if adjunct professors perceive that their wages and
promotions are more tied to individual performance, they feel more satisfied; and
between each job satisfaction item and turnover intention which is conducive to saying
that when adjunct professors sense the possibility of knowing people, having influence,
job security and job satisfaction, they are less likely to leave. [-]
Paraules clau / Matèries
Descripció
Treball Final de Màster Universitari en Direcció d'Empreses / Master in Management. Codi: SRO011. Curs acadèmic 2018-2019
Tipus de document
info:eu-repo/semantics/masterThesisDrets d'accés
info:eu-repo/semantics/openAccess
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