Job Engagement- Medical Transcription.

Project Report on Job Engagement in Medical Transcription

Human Resource Management Topic-

Job Engagement: Medical Transcription

Case Studies on HR Topics in

Job Engagement: Medical Transcription

 

 One of the most discussed topics today is Organizational Citizenship Behaviour (OCB) in the context of Human Resource Management (HRM), because it is believed to reap rich benefits to an organization both in terms of productivity and financial performance. This paper explores empirical evidence to find whether there exists a positive correlation between Job Engagement, OCB and Task Performance, to check whether the effort and time spent on OCB development is really worth it. The data used in this research is from a medical transcription industry (sample size 203) and the method of analysis is partial least squares path modelling (PLSPM) approach. The results have revealed the fact that Job engagement is positively correl ated to OCB, which is in turn, positively correlated to Task Performance. The study results are useful to the organizations in the current globalized scenario, as it gives an empirical support to the fact that OCB is contributing towards the enhancement of quality, performance, and by and large, the organizational survival itself.

In this modern era of knowledge economy, Human capital being the only source of intellectual capital, the discipline of Human Resource Management (HRM) has received an unprecedented importance. While there are several components of HRM, Organizational Citizenship Behaviour (OCB) is today becoming one of the

most sort after components for research owing to the fact that it has bearing on almost all aspects of HRM. To name a few, researchers have extensively studied the interrelationships between OCB and: Workplace (Turnipseed, 1996), Sales manager control strategy (Piercy et al., 2002), Service quality (Bienstock et al., 2003), Competencies (Kagaari & Munene, 2007), Materialistic attitude (Torlak & Koc, 2007), Job satisfaction (Murphy et al., 2002 and Foote and Tang, 2008), Total quality management (Jung & Hong,

2008), Professionalism (Cohen & Kol, 2004), Leadership and trust (Appelbaum et al., 2004), Career orientation (Chompookum & Derr, 2004), Customer loyalty (Castro et al., 2004), Personality (Comeau & Griffith, 2005 and Emmerik& Euwema, 2007), Participation in decision making (Bogler & Somech, 2005), Organizational solidarity (Koster & Sanders, 2006), Performance appraisal and Reward systems (Werner, 1994 and Becton et al., 2008), Organizational justice (Zoghbi-Manrique-de-Lara & Melián-González, 2009), Interorganizational behaviour (Skinner et al., 2009), Group behaviour (Sevi, 2010; Oplatka & Stundi, 2011), Leadership (Hongyu et al, 2012), Knowledge sharing and Job attitude (Teh & Sun, 2012), Culture, motivation and job satisfaction (Cun, 2012), and Accountability (Elstad et al., 2012). The above streams of research in the field of OCB since the past several decades have underscored the importance of this area in HRM and the research is on round the globe to study in depth the interventions and implications of this field of research. This paper is one step forward in this direction with a focus on certain specific issues in the context of HRM.

 Motivation for this research

While there are several theoretical models to study the interrelationships between OCB and various  components of HRM, the literature lacks in empirical evidence to prove the strength of these  interrelationships. Several researchers have emphasized that there is a dire need to structurally relate these two variables so that practitioners can strengthen the OCB in their organizations to reap tangible benefits out of it. This is basically the main motivational factor that has led to the undertaking of this research. Further, there has been always a gap between theory and practice, however small or big it is, and  researchers have been trying to fill this gap by finding the empirical evidence through empirical studies. So, the insatiable lust for establishing and empirical evidence between OCB and the key components of HRM is also a secondary motivational factor in this research.  

Source:SCMS Journal of Indian Management; Jan-Mar2013, Vol. 10 Issue 1, p22-32

 

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