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The effects of work alienation on organisational commitment, work effort and work‐to‐family enrichment
Author(s) -
G. Tummers Lars,
Den Dulk Laura
Publication year - 2013
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1111/jonm.12159
Subject(s) - alienation , work (physics) , workforce , psychology , social psychology , quality (philosophy) , work behavior , public relations , political science , mechanical engineering , philosophy , epistemology , law , engineering
Aim The aim of this study was to analyse the effects of work alienation on organisational commitment, work effort and work‐to‐family enrichment. Background There is substantial research on the effects of work alienation on passive job performance, such as organisational commitment. However, studies analysing work alienation on active performance, such as work effort, and outside work, such as work‐to‐family enrichment, are scarce. Method Two dimensions of work alienation are considered: powerlessness and meaninglessness. Hypotheses are tested using surveys collected among a national sample of midwives in the Netherlands (respondents: 790, response rate 61%). Result the findings indicate that work alienation (powerlessness and meaninglessness) influence organisational commitment, work effort and – to a lesser extent – work‐to‐family enrichment. High work meaninglessness, in particular, has negative effects on these outcomes. Conclusion When people feel that they have no influence in their work (hence, when they feel ‘powerless’) and especially when the feel that their work is not worthwhile (when they feel ‘meaningless’) this has substantial negative effects. Implications for nursing management Managers should increase the meaningfulness that people attach to their work, thereby maintaining a high‐quality workforce. Possible strategies include: (1) improving person–job fit, (2) developing high‐quality relationships, (3) better communicating the results people help to deliver.