Title: The Influence of Employee’s Attitude towards WHP on Their  Organizational Commitment and Job Satisfaction—A Case Study in China-based  Organization

Author:

Wei  Fan:  Research assistant in Chinese Academy of Personnel Science, Ministry of  Personnel P.R.C; Post-Doctor in School of Management, Zhejing University.  Research Direction is Human resource management and Personnel  appraisal.

Zhe-Jiang  Yang:  Research assistant in Chinese Academy of Personnel Science, Ministry of  Personnel P.R.C; Post-Doctor in School of Management, Zhejing University.  Research Direction is Human resource management.

Xin Yang: Bachelor of Applied Psychology in Department of Psychology and  Behavior Science, Zhejing University. Now, Consultant Manage of C&D  Management Consulting Co.,Ltd, Shanghai, China.

Published:

Contact:

Wei Fan

Email: tianfw@zju.edu.cn  tianfw@yahoo.com.cn

Address: No.5, Yuhuili, Chaoyang District, Beijing, China.    P.C.  100101

Title：The Influence of Employee’s Attitude towards WHP on Their  Organizational Commitment and Job Satisfaction—A Case Study in China-based  Organization

Abstract

To date,  since health problems are becoming critical to human beings all over the world,  workplace health promotion (WHP) has gained more and more attention. However,  few studies have tested its effects on employees’ work-related behaviors such as  job satisfaction, organizational commitment; especially, few relative studies  have been found done in the context of Chinese organizations. In this research,  the influence of employees’ attitude towards their organization’s workplace  health policies on their organizational commitment and job satisfaction were  examined in a China-based company with data collected from 123 workers and  managers. The main hypotheses were that employees’ attitude towards WHP were  associated with (a) their job satisfaction，(b) and organizational commitment. Support was obtained for each  hypothesis. Employees’ attitudes towards workplace health policies were both  positively related to their job satisfaction and organizational commitment.  However, the hypothesis that employees’ job levels related to their attitudes  was not tested in this study. At last, implications and suggestions were given  regarding developing workplace health policies in Chinese organizations in this  research.

Key  words: Workplace  health policies, Attitude, Job Satisfaction, Organizational  Commitment

The Influence of Employee’s Attitude towards WHP on Their Organizational  Commitment and Job Satisfaction—A Case Study in China-based  Organization

Wei Fan^ab[*],  Zhe-jiang Yang^ab, Xin  Yang^c

^a  Chinese Academy of Personnel Science ,  Beijing China; ^bSchool of Management, Zhejiang University,  China; ^cDepartment of Psychology and Behavior Science, Zhejiang  University,China

Abstract

To date,  since health problems are becoming critical to human beings all over the world,  workplace health promotion (WHP) has gained more and more attention. However,  few studies have tested its effects on employees’ work-related behaviors such as  job satisfaction, organizational commitment; especially, few relative studies  have been found done in the context of Chinese organizations. In this research,  the influence of employees’ attitude towards their organization’s workplace  health policies on their organizational commitment and job satisfaction were  examined in a China-based company with data collected from 123 workers and  managers. The main hypotheses were that employees’ attitude towards WHP were  associated with (a) their job satisfaction，(b) and organizational commitment. Support was obtained for each  hypothesis. Employees’ attitudes towards workplace health policies were both  positively related to their job satisfaction and organizational commitment.  However, the hypothesis that employees’ job levels related to their attitudes  was not tested in this study. At last, implications and suggestions were given  regarding developing workplace health policies in Chinese organizations in this  research.

Key  words: Workplace  health policies, Attitude, Job Satisfaction, Organizational  Commitment

1.Introduction

With developing of economy and techniques largely, one of the greatest  challenges facing society is the maintenance of the health (Cox, 1997).  Therefore, promoting health is not only the responsibility of the state but the  work organizations and the individuals as well. The workplace is one of the most  important settings influencing individual’s health. Therefore, the concept of  workplace health promotion (WHP) has been gaining more and more attentions.  Workplace health promotion may be defined as the application of the concepts,  principles and strategies developed in the Ottawa Charter to both the  employees and the employers, and to the organizational and environmental aspects  of the workplace itself (WHO, 1991) and the WHP includes all efforts made to  promote well-beings and health in the contexts where individuals work (Thomson  & Menckel, 1997).

1.1.Workplace Health Promotion

A large  number of researches on WHP have indicated that it has benefits both on  organizations and employees. First of all, workplace health promotion program  has demonstrated its effectiveness in developing employees’ health and lifestyle  (Peersman,  1998; McMahon, 2002;). According to Chu (2000), WHP  affects the employees’ physical, mental, economic and social well-beings and in  turn the health of their families, communities and society. Furthermore, some  studies found that in the organizations that have implemented WHP, employees are  more motivated and healthier because they working in an improved working  environment, therefore it results in more innovations and a rise in productivity  (Makrides, 2004). Also, according to a case study of Greek, in a small company  that has implemented systematic WHP, ill-related absenteeism was quite low and  the company had no serious accidents; moreover, both the employees and employers  enjoy their improved occupational health and job satisfaction. However, the  evaluation of a WHP program should consider the wider impact of WHP, not only on  the occupational health outcomes but also its impact on the organizational  function and organizational performance in the wider environment (Leka, 2003).  Therefore, further issues regarding the effectiveness of WHP need to be  addressed. Partanen (2002) proposed, the employee’s attitude toward WHP is one  of the three critical components in determining the feasibility of WHP. So  employees’ attitudes towards the WHP could be a further  issue.

    As far as China the biggest  career population center is concerned, the idea of workplace health promotion  was emerged in 1984, and the main purposes of WHP are to carry out health  education and accelerate the awareness of the employed population on health,  establish healthy behaviors and healthy environments for work, and reduce  harmful factors to health. In recent years, there are great increases in  industry in China; health and workplace safety issues are of more and more  importance to China. The tentative WHP projects in Shanghai from 1993, 1995 had  achieved great success (Chu, 2000). While, few researches of this field have  been reported in China (Brown, 2003). Therefore, this study intended to conduct  a research on the WHP and its effectiveness on employees’ work-related behaviors  in the context of Chinese organizations and give implications and suggestions to  develop Chinese organization’s WHP.

1.2.Job Satisfaction and  organizational commitment

Job satisfaction is important to both employees and organizations;  employees who feel satisfied with their jobs are more likely to stay with their  organization and put efforts into their work (Acker, 1999, 2004). Organizational  commitment is another important issue regarding employees’ organizational  citizenship behaviors. Mowday et al. (1982) suggested that further understanding  of organizational commitment has implications to both employees and  organizations (Mathieu, 1990). The most commonly studied type of organizational  commitment is attitudinal (Mathieu, 1990). In addition, a widely accepted  three-component model of commitment includes, affective commitment referring to  the employee’s emotional attachment to be involved in the organization,  continuous commitment based on the cost of leaving the organization, while  normative commitment referring to employee’s obligation to stay with the  organization (Meyer & Allen, 1991; Herscovitch, 2002; Hackett, 1994).  

    Chen (2003) examined the  validity of three-component model of organizational commitment in six Chinese  foreign-invested companies and found a reasonable fit of this model in Chinese  context. However, some scholars argued that Chinese employees are emphasized to  be loyal to their organizations, therefore, this research chose a China-based  organization and tried to explore the relationship between WHP and employees’  organizational commitment and job satisfaction; and examine the predictors of  organizational commitment in the Chinese context.

1.3.Research questions

There are  some previous researches that have examined the predictors of job  satisfaction（e.g., Acker, 2004), examined the influence of role conflict, role  ambiguity, and perceived social support on worker’s job satisfaction; Noblet  (2003) revealed that social support and job characteristics accounted for a  large proportion of employees’ job satisfaction. Moreover, some studies have  examined the relationship between employees’ attitudes and their organizational  commitments (Rafaeli, 1986; Mathieu, 1990); research by McCaul (1995) proposed  that organizational commitment is a global attitude  that employees adopt to their organization; in addition, numbers of researches  have examined the antecedents and consequences of organizational commitment. For  instance, both social support and work design have been found positively related  to the development of organizational commitment (Eisenberger, 1990; Parker,  2001). Moreover, organizational support theory suggested that perceived  organizational support would strengthen employees’ affective commitment to the  organization (Rhoades, 2001). Another research conducted by Tannenbaum (1992)  suggested that training fulfillment was positively related to development of  organizational commitment.

There are other researches’ findings demonstrated that organizational  commitment  correlated with job  satisfaction (Morrow, 1983; Reichers, 1985; Mathieu, 1990). Also, some findings  provided support to that the job satisfaction is an antecedent of organizational  commitment (Williams, 1986, Mathieu, 1990), in contrast, Bateman (1984)  indicated the opposite causation. Moreover, lots of studies have found that  organizational tenure and age have a positive impact on the employees’  organizational commitment, because of alternative employment opportunities  tending to be decreased with aging (Allen & Meyer, 1993; Mowday et al.,  1982; Gregersen & Black, 1992).

Based the literature, this research conducted a case study and tried to:  describe the WHP polices in these Chinese organizations, find out what kind of  WHP is expected by their employees; explore how did the employees assess their  workplace polices, examine whether employees’ evaluation over workplace polices  are associated with their organization commitment and  job satisfaction, inspect if the employees’  evaluation over workplace polices are associated with their positions in the  organizations and give some suggestions for developing workplace health policies  in Chinese organizations in future.

1.4.Objectives  and hypotheses of the present study

As mentioned before, WHP includes all the efforts made to improve  employees’ health in the workplace. Especially, the following issues are proved  to be fairly important in promoting employees’ health, 1) the comprehensive WHP  model includes the health practice, psychosocial environment and physical  environment (Makrides, 2004); 2) Noblet (2003) pointed out that the  social support and job control accounted for great proportion in influencing the  workers’ psychosocial health; 3)  general social context is also a target for workplace health promotion  intervention (Peltomaki, 2003);  4) training,  workplace culture and the relationship with the colleagues have been tested as  important factors in promoting employees’ mental health (Secker, 2003). This research seeks  to find out and assess employees’ attitudes over these  factors.

According to the literature reviewing, proposing the following  hypotheses:

Hypothesis1:  Employees’ attitudes towards their workplace health policies are associated with  their job satisfaction.

Hypothesis2:  Employees’ attitudes towards their workplace health policies, their job  satisfaction and tenure are associated with their job  satisfaction.

We proposed that the managers were clearer with their workplace health  policies, therefore, the third hypothesis is:

Hypothesis3:  Different  levels of employees hold different attitudes toward their workplace health  policies. Managers have more positive attitudes than  workers

2.Method

2.1.Participants

The questionnaires were distributed to two sub-companies of a China-based  film manufacturing company, which produces chemical for the films and the other  company produces films.

  Totally, 237 questionnaires had  been distributed randomly by the human resource assistants in both companies;  the participants were from a range of job positions include the managers, safety  staff, product line workers and professional staffs. 193 volunteers returned the  questionnaires. Of the 193 volunteers, 123 complete data were available from  193(64%). These 123 participants constituted this research sample. The final  sample included 30 from the chemical sub-company and 93 from the film  sub-company. There are 89 females, the average age of the final sample is 35 and  the average organizational tenure is 14 years.

2.2.Procedure

The questionnaires were assigned randomly in the work time in the  organization. Both companies provided a box to collect the returned  questionnaires. All the questionnaires’ were returned voluntarily. No names  appeared on the questionnaires, participants were assured of confidentiality. No  one in the organization assessed the completed questionnaires and the assistant  sent all the sealed questionnaires to the  researcher.

2.3.Questionnaire

The researcher, based on the literature and the target organization’s  policies, developed the Attitude Towards Organization’s Workplace Health  Policies Questionnaire to measure employees’ attitudes towards the following  facets: (1) the support from the organization and the circumstance, (2) The work  design, (3) Work condition, (4) Training in terms of coping with risky problems  at work, and (5) physical check-up. The reliability test for the questionnaire  shows satisfactory coefficient (Cronbach’s Alpha=.893) for the whole sample; and  .874 for men and .901 for women.

2.4.Measures

This research combined three questionnaires and has four sections. The  first section has 12 questions and measures the employees’ attitudes towards  their workplace health policies, the second section has 9 questions and measures  employee’s organizational commitment and the third section measures employee’s  job satisfaction by 3 items. The last part is optional and to ask employees’  comments and suggestions to develop this company’s relative  policies.

All measures were based on 7-point Likert-type scales ranging from  strongly disagree (1) to strongly agree (7) with neither agree nor disagree (4)  as the midpoint.

2.4.1.Organizational  commitment and job satisfaction

Organizational commitment was assessed with 9 items developed by Cook and  Wall (1980). The OC score ranges from 7 to 63. This measure has been tested with  satisfactory reliability. The overall job satisfaction was assessed by the  three-item scale developed by Cammann et al, (1979); and the JS score ranges  from 3 to 21.

2.4.2.Employees’  attitude towards WHP

Based on the literature, researcher picked the aspects from workplace  health policies that have been tested as important to develop the employees’  health: the social supports, work design, work condition etc. In addition, we  contacted the manager of the organization who in charge of this field of safety  and health and got details of their company’s workplace health policies and  combined with the important factors.

    In the questionnaire, the  1^st, 2^nd and 3^rd items measure employees’  perceived support from their organization and atmosphere, the 4^th and  the 5^th items measure employees’ awareness of the WHP, the  6^th and 7^th items examine attitudes to the training  programs in coping with health and risk problems, the 8^th items  measure employees’ attitude to the work-design, the item 9^th and  10^th measure attitude regarding work condition; the 11^th  and 12^th items measure employees’ perception over the facility of  physical check-up.

After finishing designing the attitude questionnaire, a pilot test was  put up with a sample of 10 persons in the organization to ensure the clarity of  the wording and the instructions.

 3.Results

3.1.Summary

To test the first hypothesis, Pearson’s correlation is used to test the  relationship between attitude and job satisfaction. The participants’ scores on  each item of the attitude questionnaire came into their overall attitudes to  their workplace health policies; in addition, the scores of employees’ job  satisfaction and organizational commitment were counted in the same way. Also,  the relationships between job satisfaction and employees’ perceived social  support, their attitudes towards the work design and work conditions were  examined by Pearson’s correlation.

In terms of the second hypothesis, regression was conducted to test the  influence of employee’s attitudes towards WHP, their job satisfaction, job  position, gender and organizational tenure on their organizational commitment.  As the focus of organizational commitment, the attitude to WHP, organizational  tenure, gender, position and job satisfaction served as the independent  variables.

 , Jenkins, P., & Klesh, J. (1  Means,  standard deviations for all main study variables show in Table 1. The  result shows that employees strongly agree that the facility of “physical  check-up ” provided by the organization is necessary; in contrast, employees  showed the least favor on their break rooms.

Table 1

Descriptive Statistics, and Bivariate Correlations  (N=123)

**  Correlation is significant at the 0.01 level  (2-tailed).（OC=Organizational commitment; JS=Job satisfaction; OA=Overall  attitude; AWD=Attitude to work design; AWC=Attitude to work condition;  AT=Attitude to training; APC=Attitude to physical check-up; AOS=Attitude to  organizational support）

3.2.Test  of Hypotheses 1.

As  correlations showed in Table 1, employees’  attitudes towards organization’s workplace health promotion positively correlate  with their job satisfaction, with high coefficient of .425(p<.01).  Moreover, as the attitude scale includes items which measures employees’  attitude towards their perceived social support, their work design, work  conditions and training program regarding coping with risk and health problems,  correlations between these factors and their job satisfaction were also  tested.

The results showed that not only the employees’ overall attitudes  significantly related to their job satisfaction, employees’ perceived support  from the organization and the atmosphere (r=.432,  p<.01), their attitudes towards the  training program regarding coping risk (r=.416, p<.01), attitudes  towards work design (r=.423, p<.01), work condition (r=.239,  p<.01) , physical check-up (r=.286, p<.01) showed  significant correlation with their overall job  satisfaction.

3.3.Test  of Hypothesis 2

To test the second hypothesis, a regression was conducted. Table 2  presents the result of the regression. The result showed that employees’  attitudes towards WHP (β=.440, p<.01), employees’ organizational  tenure (β=.140, p<.05) and their job satisfaction (β=.444,  p<.01) were positively related to organizational commitment. Gender  and job position are not significantly associated with the organizational  commitment. The R Squared .569 shows that variables from all the five factors  accounted for 56.9% in the variance of organizational  commitment.

The result fully supports the hypothesis 2; these findings suggest that  employees’ attitudes to their workplace health policies may have important  effects on the development their organizational commitment.  

Table 2

Regression  Analysis

Predictors: (Constant), gender, JS, tenure, position,  attitude

Dependent Variable: Organizational  commitment

3.4.Test of Hypothesis 3.

An independent sample t-test was conducted to examine if there are true  differences between different levels of employees in their attitudes towards the  WHP to test the third hypothesis. The t-test compared the means of workers’  attitudes and managers’ attitudes. The results showed that there was no  significant difference between workers’ and managers’ attitudes (t=.816,  p=.416). Therefore, the third hypothesis was not supported by this  research. 

4.Disccustion

The purpose of this study was to investigate the influence of employees’  attitude to their workplace health policies on their organizational commitments  and job satisfactions, provide insight into the workplace health policies in a  China-based company. Some studies have examined the positive effects of the  workplace health promotion intervening in employees’ health and organizational  productivity. This research used widely recognized standardized measures of  commitment and job satisfaction. The result revealed that employees’ evaluation  of their workplace health policies are significantly related to and predictive  of organizational commitment and job satisfaction among Chinese  employees.

An assessment of feasibility of workplace health policies is a  prerequisite of WHP program. There are three basic factors that needed to be  evaluated, they are: (1) health hazard, (2) employees’ acceptability of WHP and  their need for hazard reduction, (3) the supporting social context (Partanen,  2002). The current research examined the role of employees’ attitudes towards  WHP in their organizational citizenship behaviors in a China-based organization.  This study developed a questionnaire to measure employees’ attitudes towards  their workplace health policies. This questionnaire has showed satisfactory  coefficient (Cronbach’s Alpha=.893) for the whole sample, and .874 for men, .901  for women. The means of 131 employees’ job satisfaction and organizational  commitment were 14.2 (Range from 3 to 21) and 38.7 (Ranges from 9 to 63).  

The result indicated that employees showed moderate attitudes towards  their WHP with the mean score of 4-5 on most items. Among all the questions  which measure their attitudes, employees showed the less favor on their break  room and showed the higher level of acceptance of physical check-up. In  addition, the research results showed a significant relationship between their  attitudes towards the break room and their organizational commitment. It means  employees with more positive attitudes to their break and canteen room are more  likely committed to their organization. However, Sharmin and Rahman (1997)  argued that there was a need for rest-breaks to recover from mental fatigues  (Ahasan, 2002). In addition, a break may reduce physical loading (Ahasan, 2002).  Obviously, the break and canteen room play an important role in affecting  employees’ health (r=.266, p<.01). This research gave implications for  running successful WHP in China: more attention should be paid to the develop  employees’ break rooms, the hygiene issues of the food, etc.  

As expected, the result suggested that employees’ attitudes towards their  workplace health policies positively associated with their job satisfaction.  That means employees with more positive attitudes towards their WHP are more  likely satisfied with their jobs. Moreover, among the overall attitudes,  employees’ perceived support from the organization and their supervisor, their  evaluation on their work design and training program were also strongly related  to their job satisfaction. This result is consistent with previous researches  (Noblet, 2003; Acker, 2004).

It have been supported that high commitment associated with increased  productivity and lower turnover, organizational scientists have been struggling  to find out the antecedents of organizational commitment (Hackett, 1994). As we  discussed above, there are three components in organizational commitment, Normative commitment (Employees’  attachment based on motivation to conform to social norms regarding attachment),  affective commitment (an emotional  attachment to the organization) and  continuance commitment (attachment based on the accumulation of values such  as pension, self-investment). In contrast to in west, Chinese organizations  always emphasize employees’ loyalty to their organizations to survive and seek  for effectiveness (Brislin, 1993; Cheng, 2003), while in most government-owned  organizations which practicing whole-life employment, employees are not afraid  of losing their jobs. However, in this study, employees’ organizational  commitment was significantly influenced and predicted by employees’ attitudes  towards the WHP.

Not surprisingly, employees’ attitudes towards WHP play an important role  in influencing their organizational commitment. Since such attitude includes  their attitude towards social support, the work characteristics and work  conditions etc, the result was consistent with the previous findings which  examined the relationship between organizational commitment and attitudes to  work design and social support (Eisenberger, 1990;  Parker, 2001). This implicated that, employees’ affective commitments  were effected positively by perceived care from their organizations,  satisfaction with the training program regarding dealing with risk problems in  work, convenient and comfortable break and canteen room, careful physical  check-up.

Although attitude towards WHP was an important predictor of  organizational commitment, they only accounted for part variance in  organizational commitment. Tenure and job satisfaction were also related to the  organizational commitment. As far as the tenure and job satisfaction in  predicting organizational commitment were concerned, the findings is consistent  with the literature researches (Allen & Meyer, 1993; Mowday et al., 1982,  Gregersen & Black, 1992).

In the study, we expected that managers have more positive attitudes to  the WHP because they were clearer about the WHP; while the result did not  support the hypothesis. No significant difference between their attitudes was  found. This result suggests that the job level makes no difference in employees’  attitudes towards their WHP. Also, this issue may due to the small sample size  of managers; there were only eight managers in the  participants.

The study hypothesized that gender to be related to organizational  commitment. Harrison (1998) conducted a research to compare the organizational  commitment between genders in Mexico, and found that females were less committed  to their organizations than males, because usually females paid much more  attention to their families. As the Chinese women have the same tendency as  Mexicans. While the result showed that there was no significant relationship  between gender and development of organizational commitment. It may also due to  the small sample size, and further research may examine the influence of gender  factor in a bigger context.

5.  Limitations and Suggestions for Further studies

The sample of this research was limited to one organization and a  specific location. Therefore, the results couldn’t be generalized to all  employees in the big social context of China, and should be used carefully.  Comparing among various organizations may be a valuable direction for  future.

Though this research used the well-established measures by Cook and Wall  (1980), by Cammann (1979) to test organizational commitment and job  satisfaction. These measures could not be absolutely culture free, which may  have negative impact. So, developing more improved measures in different culture  context will be a quite valuable work in future.

This research enables us to examine the correlations of each variable,  but this study has not taken the personality issues in exploring employees’  attitudes, job satisfaction and organizational commitment, therefore we should  be careful about attributing all the results to workplace health policies  itself.

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[*] Corresponding author. Fan Wei, Research assistant in Chinese Academy of  Personnel Science. Postdoctor in School of Management, Zhejiang  University

E-mai:l tianfw@zju.edu.cn