Untitled Document
You are from : ( )  
Untitled Document
Untitled Document

International Journal of Information Technology & Computer Science ( IJITCS )

Abstract :

Hospitalsare alwaysrequiredin order toimprovethe qualityof servicein accordancewithprofessionalstandardsin accordancewiththeir code of ethics. Therefore,health workersin hospitals, especiallypharmacists, are requiredto continuouslyimproveits serviceto the community. Toimprovehealth servicesto the community, then thepharmacistmustinteractandbe acceptedbyotherprofessionalhealth personnelin hospitals. The purposeofthis study was todetermine the effect ofviscosityof thepharmacistin the hospitalorganization, namelytheimpact ofjobembeddednessoninnovativebehaviorandattachment tohis workwithself-efficacyas amediatorpharmacist. This studyusesa quantitative measurementthatis an observationalusing asampleof thepopulationas an object ofmeasurementby using aquestionnaireinstrument. The resultsmeasured by thenumber, thedatacan be anyvalue, rank, andfrequencieswere analyzedbyusing statisticstoanswer theresearchquestion or hypothesisto predictthata particular variableaffectsanothervariablebyusing thesoftwaresmartPLS. The resultsshowedthatastatisticallysignificant effectofjobembeddednessonwork engagement and self efficacy, alsoself-efficacy(as mediator) have significant tothe work engagementand theinnovationbehavior ofpharmacistsin hospitals. A pharmacistwhohashighjobembeddednesswill obviously havea highself-efficacyandinfluence oninnovationbehaviorandthehigher work engagement of thepharmacistin the hospital.

Keywords :

:Job embededness, self efficacy, innovative behavior, work engagement, hospital’s pharmacist

References :

  1. Avolio, Howell & Sosik. 1999. A funny thing happened on the way to the bottom line: humor as a moderator of leadership style effect. Academy of Manajement Journal, 42 (2),219-227.
  2. Axtell, C. M., Wall, T., Stride, C., Clegg, C., Gardner, P., & Bolden, R. 2002. Familiarity breeds content: The impact of exposure to change on employee openness and well-being. Journal of Occupational and Organizational Psychology, 75, 217–231.
  3. Bakker,Arnold B., Albrecht, Simon L., Leiter Michael P. 2011. Work engagement: Further reflections on the state of play. European Journal of Work and Organizational Psychology, 20 (1), 74–88.
  4. Bandura, A. 1994. Self-efficacy. In V. S. Ramachaudran (Ed.), Encyclopedia of human behavior (Vol. 4, pp. 71-81). New York: Academic Press.
  5. Bandura, A. 1997. Self-efficacy: The exercise of control. New York: Freeman.
  6. Chen et al. 2004. General self efficacy and self esteem: Toward theoretical and empirical distinction between correlated self evaluations. Journal of Organizational Behavior. Vol.25, pp. 375-395.Cooper D.R & Schindler. 2006. Business Research Methods. New York: McGraw Hill
  7. Gist, M.E. & Mitchell, T.R. 1992. Self-efficacy: A theoretical analysis of its determinants and malleability. Academy of Management Review. 17, 183-211.
  8. Halbesleben, J. R. B., & Wheeler, A. R. 2008. The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work and Stress, 22,242–256.
  9. Hyun, Sung-Hyup., Ryu, Ji-Ho., Lee, Eun-Ryog. 2011. Examining Structure Relation Between Organizational Embeddedness and Turnover Intention in The Hotel Industry. Pusan National University Research Grant,26,4,489-512.
  10. Hsiao, His-Chi., Chang, Jen-chia., Tu, Ya-Ling., Chen, Su-Chang. 2011. The Influence of Teachers’ Self-efficacy on Innovative Work Behavior.  International Conference on Social Science and Humanity IPEDR, 5,233-237.
  11. Janssen, O. 2005. The joint impact of perceived influence and supervisor supportiveness on employee innovative behavior. Journal of Occupational and Organizational Psychology, 78, 573–579.
  12. Janssen, O. 2003. Innovative behavior and job involvement at the price of conflict and less satisfactory relations with co-workers. The Netherlands journal of Occupational and Organizational Psychology , 76, 347-364.
  13. Khan, W. A. 1990. An excerccise of authority. Organizational Behaviour Teaching Review, 14(2), 28-42.
  14. Kumar, Rachna., Uzkurt, Cevahir. 2010. Investigating the effects of self efficacy on innovativeness and the moderating impact of cultural dimensions. Journal of International Business and Cultural Studies,1-15.
  15. Lorente, Laura. 2009. Exploring the Power of Self-efficacy at Work: Some Empirical Studies from the Social Cognitive Perspective. Departamento de Psicología Evolutiva, Educativa, Social y Metodología: Spanyol.
  16. Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. 2001. Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102-1121.
  17. Mitchell, T. R., Lee, T. W., Sablynski, C. J., Burton, J. P., & Holtom, B. C. 2004. The effects of Job Embeddedness On Organizational Citizenship, Job Performance, Volitional Absences, and Voluntary Turnover. Academy of Management Journal. Vol. 47, 711-722.
  18. Noefer Katrin, Stegmaier Ralf, Molter Beate, and Sonntag Karlheinz. 2009. A Great Many Things to Do and Not a Minute to Spare: Can Feedback From Supervisors Moderate the Relationship Between Skill Variety, Time Pressure, and Employees’ Innovative Behavior?. Creativity Research Journal, 21(4), 384–393.
  19. Pajares, F. 1996. Self-efficacy beliefs in achievement settings. Review of Educational Research, 66, 543-578.
  20. Schaufeli, W. B., & Bakker. A. B. 2004. Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293-315.
  21. Schaufeli W.B. & Bakker A.B. 2003. Utrecht Work Engagement Scale (UWES) Preliminary Manual. Occupational Health Psychology Unit, Utrecht University, ND.
  22. Schaufeli, W. B., Salanova, M., González-Romá, V., & Biikker, A. B. 2002. The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, J, 71-92.
  23. Schunk, D. H. 1995. Self-efficacy and education and instruction. In J. E. Maddux (Ed.),Self-efficacy, adaptation, and adjustment: Theory, research, and application (pp. 281-303). New York: Plenum Press.
  24. Shimazu, A., Schaufeli, W. B., Kosugi and Suzuki, Nashiwa, H., Kato, A., Sakamoto M., Irimajiri, H., Amano, S., Hirohata and Goto. 2008. Work Engagement in Japan: Validation of the Japanese Version of the Utrecht Work Engagement Scale. Journal Compilation International Association of Applied Psychology. 57(3),510-523.
  25. Sun, Tao, Zhao, X. W., Yang, L. B., Fan, H. L. 2011. The impact of psychological capital on job embeddedness and job performance among nurses: a structural equation approach. Journal of Advance Nursing, 69-79.
  26. Verhoest, K., Verschuere, B., Bouckaert, G. 2007. Pressure, Legitimacy, and Innovative Behavior by Public Organizations. An International Journal of Policy, Administration, and Institutions, 20,3, 469-497.
  27. West, M. A. 2002. Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Applied Psychology: An International Review, 51, 355–424.

Untitled Document
Untitled Document
  Copyright © 2013 IJITCS.  All rights reserved. IISRC® is a registered trademark of IJITCS Properties.