THE INFLUENCE OF JOB CRAFTING AND SOCIAL SUPPORT ON JOB PERFORMANCE AMONG NURSES IN PUBLIC HOSPITAL
Farra Adura binti Abdul Aziz
Bachelor of Science Human Resource Development
2021
Faculty of Cognitive Sciences and Human Development
UNIVERSITI MALAYSIA SARAWAK
Grade: _____________
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Final Year Project Report Masters
PhD
DECLARATION OF ORIGINAL WORK
This declaration is made on the 1st day of August year 2021.
Student’s Declaration:
I FARRA ADURA BINTI ABDUL AZIZ, 65958, FACULTY OF COGNITIVE SCIENCES AND HUMAN DEVELOPMENT, hereby declare that the work entitled, The Influence of Job Crafting and Social Support on Job Performance among Nurses in Public Hospital is my original work. I have not copied from any other students’ work or from any other sources except where due reference or acknowledgement is made explicitly in the text, nor has any part been written for me by another person.
1 August 2021
____________________ ________________________
Date submitted Farra Adura binti Abdul Aziz (65958)
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I DR. VICTORIA JONATHAN, hereby certifies that the work entitled, The Influence of Job Crafting and Social Support on Job Performance among Nurses in Public Hospital was prepared by the above named student, and was submitted to the “FACULTY” as a * partial/full fulfillment for the conferment of BACHELOR OF SCIENCE WITH HONOURS (HUMAN RESOURCE DEVELOPMENT) and the aforementioned work, to the best of my knowledge, is the said student’s work
Received for examination by: _____________________ Date: 1 August 2021 (DR. VICTORIA JONATHAN)
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THE INFLUENCE OF JOB CRAFTING AND SOCIAL SUPPORT ON JOB PERFORMANCE AMONG NURSES IN PUBLIC HOSPITAL
FARRA ADURA BINTI ABDUL AZIZ
This project is submitted
in partial fulfilment of the requirements for a Bachelor of Science with Honors (Human Resource Development)
Faculty of Cognitive Sciences and Human Development UNIVERSITI MALAYSIA SARAWAK
(2021)
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The project entitled ‘[The Influence of Job Crafting and Social Support on Job Performance among Nurses in Public Hospital]’ was prepared by [Farra Adura binti Abdul Aziz] and submitted to the Faculty of Cognitive Sciences and Human Development in partial fulfillment of the requirements for a Bachelor of Science with Honours (Human Resource Development)
Received for examination by:
--- (Dr. Victoria Jonathan)
Date:
1 August 2021 ---
Gred
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ACKNOWLEDGEMENT
First of all, I would like to acknowledge and give my warmest thanks to my supervisor, Dr. Victoria Jonathan who made this work possible. Her guidance and advice carried me through all the stages of writing my final year project report. I also would like to express gratitude to my supervisor for the feedback, time and effort she had spent to review this report and encourage me throughout the study.
In addition, I would like to dedicate this project to my family for their unwavering love, care, and support. Thanks to them for giving unconditional love and support throughout this study especially during this pandemic where we have to cope with online classes and other assignments. Without them, this study will not be possible without their assistance.
Furthermore, I also would like to express my gratitude to my fellow friends, Haifa, Peggy, Michelle and Bernadette for their encouragement and support in the process of completing this final year project.
Even so, I'd like to express my gratitude to all of the respondents who provided useful information that allowed this study to be completed. Their willingness to participate in this study is greatly appreciated. I was able to collect data efficiently and move forward with my research thanks to their support.
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TABLE OF CONTENTS
LIST OF TABLES ... 4
LISTS OF FIGURES ... 5
ABSTRACT ... 6
ABSTRAK ... 7
CHAPTER 1 ... 8
1.0 Background of Study ... 8
1.1 Problem Statement ... 11
1.2 Research Objectives ... 13
1.2.1 General objectives: ... 13
1.2.2 Specific objectives: ... 13
1.3 Research Hypotheses ... 14
1.4 Conceptual Framework ... 14
1.5 Significance of Study... 15
1.6 Definition of Terms ... 16
1.6.1 Job Performance ... 16
1.6.2 Job Crafting ... 17
1.6.3 Social Support ... 17
1.6.4 Supervisor Support ... 17
1.6.5 Co-worker Support ... 18
1.7 Summary ... 18
CHAPTER 2 ... 19
2.0 Introduction ... 19
2.1 Job Performance ... 19
2.2 Job Crafting ... 20
2.3 Social Support... 21
2.3.1 Supervisor Support ... 23
2.3.2 Co-worker Support ... 23
2.4 The Importance of Social Support in Nursing ... 24
2.5 Healthcare Industry in Malaysia ... 25
2.6 Job Crafting and Employee Performance ... 27
2.7 Social Support and Job Performance ... 28
2.7.1 Supervisor Support and Job Performance ... 28
2.7.2 Co-worker Support and Job Performance ... 29
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2.9 Job Demands-Resources (JD-R) Model ... 31
2.10 Summary ... 33
CHAPTER 3 ... 34
3.0 Introduction ... 34
3.1 Research Design ... 34
3.2 Population, Sample & Location ... 34
3.2.1 Population & Location ... 34
3.2.2 Sample ... 35
3.3 Instrument ... 35
3.4 Pilot Study ... 38
3.5 Validity and Reliability ... 38
3.6 Data Collection Procedure ... 39
3.7 Data Analysis Procedure ... 40
3.7.1 Descriptive Analysis ... 41
3.7.2 Inferential Analysis ... 41
3.8 Ethics of Study... 43
3.9 Summary ... 43
CHAPTER 4 ... 44
4.0 Introduction ... 44
4.1 Demographic Profile of Respondents’ ... 44
4.2 Kolmogorov-Smirnov Normality Test ... 46
4.4 Results of Hypotheses Testing ... 47
Correlations ... 48
4.6 Summary ... 57
CHAPTER 5 ... 58
5.0 Introduction ... 58
5.1 Research Summary ... 58
5.2 Discussions ... 60
5.3 JD-R Model with Independent Variables ... 65
5.4 Limitations of Study ... 65
5.5 Implications & Recommendations ... 66
5.6 Conclusion ... 68
REFERENCES ... 70
APPENDIX A: QUESTIONNAIRE ... 91
APPENDIX B: APPROVAL LETTER ...106
APPENDIX C: RELIABILITY ANALYSIS FOR PILOT TEST ... 107
3 APPENDIX D:
STATISTICAL OUTPUT OF RESPONDENTS’ DEMOGRAPHIC BACKGROUND ....108
APPENDIX E: STATISTICAL OUTPUT OF PEARSON CORRELATION ...110
APPENDIX F: STATISTICAL OUTPUT OF SPEARMAN CORRELATION ...111
APPENDIX G: STATISTICAL OUTPUT OF MULTIPLE REGRESSION ...112
APPENDIX H: STATISTICAL OUTPUT OF ONE WAY ANOVA ...113
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LIST OF TABLES
Table 3.1 List of sections, questionnaire items and source... 37
Table 3.2 2 5-point Likert-scale... 38
Table 3.3 Reliability analysis... 39
Table 3.4 Coefficient value... 42
Table 3.5 Data analysis... 42
Table 4.1 Summarized demographic profile of respondents’... 45
Table 4.2 Kolmogorov-Smirnov Normality Test... 46
Table 4.3 Actual data reliability analysis... 47
Table 4.4 Pearson Correlation Analysis... 48
Table 4.5 Spearman Correlation Analysis... 49
Table 4.6 Spearman Correlation Analysis... 50
Table 4.7 Model summary of multiple regression analysis... 51
Table 4.8 ANOVA of multiple regression analysis... 51
Table 4.9 Coefficients of multiple regression analysis... 52
Table 4.10 Statistic descriptives analysis... 53
Table 4.11 ANOVA analysis... 54
Table 4.12 Post Hoc Test analysis... 54
Table 4.13 Summarization of data analysis... 56
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LISTS OF FIGURES
Figure 1.1 Conceptual Framework ... 14 Figure 3.1 Raosoft Calculator ... 35 Figure 3.2 Data collection procedure ... 40
6 ABSTRACT
The tough economic environment has put increasing pressure on organizations in recent years.
Rather than waiting for external developments, organizations are looking internally for methods to increase their performance and productivity. The study aimed to determine the relationship between job crafting and social support (supervisor support and co-worker support) with job performance among nurses in public hospital using Job-Demands Resources (JD-R) model as a theory. This study aims to fill in the gaps in previous studies and contribute to the existing literature regarding this topic. Quantitative method was used in this study and data collection was obtained from 80 nurses working at Hospital Bahagian Kapit which located in Kapit, Sarawak. The relationship between job crafting and social support were analysed by using Pearson Correlation Analysis and Spearman Correlation Analysis. The dominant factor of this study is job crafting by using Multiple Regression Analysis and One Way ANOVA Analysis was used to identify the difference of employee perception of job crafting based on their age.
The result revealed that job crafting was the dominant factor in this study which can influence employee’s job performance. Hence, the organization have to take proper initiatives in order to encourage the employees to craft their job to improve their job performance and create friendly.
Also, future researcher can conduct study at different industry in Malaysia to provide different views of job crafting and social support at the workplace.
Keywords: Job performance, job crafting, social support, supervisor support, co-worker support, Job-Demands Resources (JD-R) model
7 ABSTRAK
Keadaan persekitaran ekonomi yang sukar telah memberi tekanan yang tinggi kepada organisasi dalam beberapa tahun kebelakangan ini. Daripada menunggu perkembangan luaran, organisasi mencari kaedah secara dalaman untuk meningkatkan prestasi dan produktiviti pekerja. Kajian ini bertujuan untuk menentukan hubungan antara kraf kerja dan sokongan sosial (sokongan penyelia dan sokongan rakan sekerja) dan prestasi kerja dalam kalangan jururawat di hospital awam dengan menggunakan model Kerja-Permintaan Sumber (JD-R) sebagai teori.
Kajian ini bertujuan untuk mengisi jurang dalam kajian sebelumnya dan menyumbang kepada literatur yang sedia ada mengenai topik ini. Kaedah kuantitatif telah digunakan dalam kajian ini dan data diperoleh daripada 80 orang jururawat yang bekerja di Hospital Bahagian Kapit yang terletak di Kapit, Sarawak. Hubungan antara kraf kerja dan sokongan sosial dianalisis dengan menggunakan Analisis Korelasi Pearson dan Analisis Korelasi Spearman. Faktor dominan dalam kajian ini ialah kraf kerja dengan menggunakan Analisis Regresi Berganda dan Analisis ANOVA Satu Cara digunakan untuk mengenal pasti perbezaan persepsi pekerja terhadap kraf kerja berdasarkan usia mereka. Hasil kajian ini menunjukkan bahawa kraf kerja adalah faktor dominan yang dapat mempengaruhi prestasi kerja pekerja. Oleh itu, organisasi harus mengambil inisiatif yang tepat untuk mendorong pekerja mengamalkan kraf kerja supaya dapat meningkatkan prestasi kerja mereka. Juga, penyelidik masa depan boleh menjalankan kajian di industri yang berbeza di Malaysia untuk memberikan pandangan yang berbeza mengenai pembuatan pekerjaan dan sokongan sosial di tempat kerja.
Kata kunci: Prestasi kerja, kraf kerja, sokongan sosial, sokongan rakan sekerja, model Kerja- Permintaan Sumber
8 CHAPTER 1 INTRODUCTION 1.0 Background of Study
Over the past years, the challenging economic situation has placed rising pressure among organizations (Van Hooff, 2016). Rather than just waiting for the development of external improvements, companies are searching internally for ways to enhance performance and productivity (Buchner, 2007). Besides, in today's progressively increasing conditions of competition, organizations intend to make greater use of the "human” factor and thus provide an advantage (Bacaksiz, Tuna, & Seren, 2017). While organizations require employees to achieve higher performance, employees expect decent working conditions and support (Bacaksiz et al., 2017). According to Van Hooff (2016), proactive behaviour can help to contribute the level of job performance which will benefits for organization and employee. As for this, job performance has been described as a key factor for organizations to achieve competitive advantage and higher productivity.
In general, job performance is characterized as acts or behaviors that are important to organizational objectives (Campbell, 1990). Job performance also described as a behaviors and outcomes that employees accomplish to contribute to organizational objectives (Viswesvaran
& Ones, 2000). Job performance consisted of task performance and contextual performance which implies the efficacy and individual actions towards organizational goals (Motowidlo, 2003).
With rapid economic growth, the material standard of living of people continues to increase (Peng, 2018). Employment has been more than just a means of obtaining monetary returns, but also an indicator of self-worth for individuals (Peng, 2018). Nowadays, there are a lot of people starts to discover the importance of their job and also taking the initiative to
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achieve various definitions of work through the subjective interpretation and practise of work content and their experiences with others (Peng, 2018). The more meaning of the job to the individual, the more energy they will give in order to give the best outcomes of the jobs, which will affect their job performance. According to Berg, Dutton, and Wrzesniewski (2007), job crafting is a way for workers to enhance their work life and to make a contribution to the workplace. Job crafting described as self-initiated technique that enables employees to design their own work environment by modifying the prevailing job requirements and resources to suit their individual needs (Tims & Bakker, 2010). Evidence indicates that job crafting can positively affect employee performance and job well-being at work (Bakker, Tims, & Derks, 2012; Tims, Bakker, & Derks, 2013). However, the organization are not able to design the job for all employees in the organization so it is very important to encourage job crafting behavior at the workplace so that the employees will be able to change the job design according to their preferences when completing the job given.
There is a little study related to job crafting in public organization. Public sector organization is seen increasingly facing challenges, which is over-demanding jobs (Audenaert, George & Decramer, 2019). Public sector organization experienced pressure more than private sector because they have to adapt with high job demands work environment (Audenaert et al., 2019). The issue arise, as the employees who worked in public sector have to fulfil the job demands requirement such as performance appraisal system, employment contract and so on which can affect to their job performance (Jung, 2014). Hence, due to this high job demands, employees encourage to practice job crafting behavior as it is suitable to practice in high job demands working environment. However, older and younger employees may perceives job crafting differ based on their career goals. This is because the abilities and knowledge of people change through age so it may influence changing in the way they work (Griffiths, 1999).
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According to the selection, optimization and compensation (SOC) theory, as people get older, they become more concerned with maintenance and less concerned with growth. Older workers will be less likely to engage in behavior that aims to achieve higher levels of performance (Baltes, Staudinger & Lindenberger, 1999). To add, older workers have less need to engage in behavior that aims to achieve higher levels of competence (Baltes et al., 1999). In their study of work-related motivations, Kanfer and Ackerman (2000) discovered that younger people showed higher desire to learn than olders.
Social support is such an important element in our everyday lives. It plays an important role not only in personal live but also at the workplace especially to those who are working at stressful working environment. Employees can get a social support not only from the family members but also from supervisor and their coworkers (Dawley, Andrews, & Bucklew, 2008;
Simosi, 2012). Papakonstantinou and Papadopoulus (2009) also defined social support as the type of support that people receive or expect to receive in any way from those who actively interact with them. It also claimed that social support is a form of employment resource that employees receive at work (Bakker & Demerouti, 2007).
According to past researchers, nurses are the largest component of workforce in healthcare industry (Greenslade & Jimmieson, 2007; Dubois, D’Amor, Pomey, Girard, &
Brault, 2013). Indeed, Greenslade and Jimmieson (2007) concluded that the nurse performance is important, as it will represent the quality of healthcare industry. Nevertheless, as we can see healthcare industry is one of the most stressful profession especially among the nurses (Schroeder & Worrall-Carter, 2002). Hence, social support is essential among nurses because working under stressful condition require social support as it will affect their job performance and well-being at the workplace.
11 1.1 Problem Statement
Nurses work in dynamic environments that require the utmost expertise and integrity to show patient-oriented behavior and to provide nursing care (Hee & Kamaludin, 2016). Working in challenging work environment has put a lot of pressure towards nurses. Hee and Kamaludin (2016), also stated the globalization has also given rise to a new phenomenon in which a stressful working environment may reduce the level of motivation of nurses and affecting their job performance. According to Elnaga and Imran (2013), employees are the most valuable commodity for any organization because they can create or ruin the company's image and can affect profitability. Employee performance plays vital role in the organization because it can determine the success or failure of the organization performance (Khan et al., 2016). This scenario is same for the nurses as they play an important role in delivering the healthcare services. It is important for nurses to have a good performance, as it will affect the delivery of quality of care and positive patient satisfaction (McHugh & Stimpfel, 2012). It also mentioned by researcher that nurses are one of the largest component in healthcare industry (Dubois, D’amor, Pomey, Girard, & Brault, 2013; Greenslade & Jimmieson, 2007). Working as a nurse is stressful because they have to work under pressure environment which is dealing with patient especially who is working at public hospital. Hence, this study allow to find out how job crafting and social support can affect job performance of nurse working at public hospital.
At the same time, public sector has encounter challenges of over-demanding employment (Audenaert, George, & Decramer, 2019) that is why it is require for employees of the public sector organization to have proactive behavior towards the job. This is because they are facing with increasing job-demands such as performance management systems, insufficient resource allocation procedures and short-term employment contracts that can affect the well- being of the employees (Jung, 2014). Furthermore, it is important to create and apply work
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environments and management techniques that would enhance the efficiency of nurses, incorporate them into the company and improve their job crafting. (Bacaksiz, Tuna, & Seren, 2017). Nevertheless, job crafting is especially necessary in high-demand employment, which many public-sector workers worldwide are currently experiencing (Noblet & Rodwell, 2009).
Therefore, this study also will identify the role of job crafting on job performance of the nurses.
Moreover, older and younger employees perceives job crafting differently based on their goals.
According to Griffiths (1999), as people age, their relevant abilities drop and their needs change, and as a result, the pattern of job demands may become more stressful. This may result the employees to practice proactive behavior to perform their job.
As from analysis of previous research, the presence of social support from colleagues were not only reduce pressure by mitigating the negative effects of occupational stressors (Lysaght et al., 2012), but can also ensure that work and goals are effectively achieved.
Furthermore, according to social exchange theory, employees who received help from organization, supervisor, and co-workers indicates high degree of appreciation of the efforts and care that each of these individuals have for future (Blau, 1964). So, social support is very important among nurses because working at stressful working condition require support from people around them as they are the one who will be with them all the time at the workplace. In Malaysia, therefore, due to the rising issues about the quality of delivery health services, there has been an increase interest in issues related to social support, work engagement and job performance of nurses in the healthcare sector (Nasurdin, Ling, & Khan, 2018).
Even so, the studies regarding job crafting, social support and job performance are often done in private hospital but limited study in the public hospital. The most past studies related to this topic conducted far away from Malaysia which is in Jordan, South Korea and Taiwan.
In Malaysia, there are less study of this topic which is conducted in private hospital. Therefore,
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in this present study, researcher will conduct a study at public hospital in order to fill the gap of study that related to this topic. To sum up, this study is to identify how job crafting and social support influence job performance among nurses in public hospital. This is because due to high demand of job environment, it is encourage to practice job crafting behaviour among nurses because it can improve their job performance as well as social support that can be a job resources for the employee at the workplace that can reduce their pressure.
1.2 Research Objectives 1.2.1 General objectives:
To identify the influence of job crafting and social support on job performance among nurses in public hospital.
1.2.2 Specific objectives:
1. To determine the relationship between job crafting and job performance among nurses in the public hospital.
2. To examine the relationship between supervisor support and job performance of nurses in the public hospital.
3. To find the relationship between co-worker support and job performance of nurses in the public hospital.
4. To identify the dominant factor that influence job performance among nurses in the public hospital.
5. To identify the difference of employee perception of job crafting based on age.
14 1.3 Research Hypotheses
Ha1: There is a significant relationship between job crafting and job performance among nurses in the public hospital.
Ha2: There is a significant relationship between supervisor support and job performance among nurses in the public hospital.
Ha3: There is a significant relationship between co-worker support and job performance among nurses in the public hospital.
Ha4: There is a dominant factor that influence job performance among nurses in the public hospital.
Ha5: There is a difference in employees perception of job crafting based on age.
1.4 Conceptual Framework
In this study, the conceptual framework is adapted from past researcher. The first part explain about the independent variables used in this study, which is job crafting and social support. In this study, social support consist two items that is supervisor support and co-worker support. While, dependent variable for this study is job performance among nurses at public hospital. Objectives of this study is to identify the influence of job crafting and social support on job performance among nurses at public hospital. The conceptual framework is adapted from few past researches (Lee, Lin, and Cheng, 2017; Hoof, 2016).
Figure 1.1
Conceptual Framework
Independent variables Job crafting
Social support
o Supervisor support o Co-worker support
Dependent variables Job performance
15 1.5 Significance of Study
This study is to identify the influence of job crafting and social support on job performance among nurses at public hospital. As there are few of study regarding this topic conducted in Malaysia, this study can contribute to the current body of knowledge. In addition, this study helps to gain new knowledge of the topic and how these variables which are job crafting and social support can influence job performance. As the study of job crafting is limited in Malaysian context, this study can give new insight about the importance to practice job crafting in organization because it has significant effect towards job performance. The target group of this study are nurses at public hospital which can add new insight on how they perceived job crafting in completing their job.
Moreover, this study also provide an idea for Human Resource (HR) Practitioner to create new intervention in the organization on how to improve employee job performance. HR Practitioner is responsible in managing human resources including job performance of the employees. Through this study, the result can be use by HR Practitioner to provide more understanding on how to manage employee job performance by taking into consideration that job crafting and social support as a factor that lead to positive job outcomes. Thus, employee job performance is very important because it is a key factor of the successful organization.
Hence, employee who show a good performance at the workplace can help organization to achieve it goals. So, from this study, HR Practitioner can come out with different ideas on managing job performance among employee in the organization.
In addition, this study also will influence the job design of Human Resource Development (HRD) as job crafting is one of the method for the employees to change the way they work according to their own preferences. It is important for the employees to understand well about the job because it can help to improve their job performance. If the employees have
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fully interest in their job, they will perform the job very well and can complete the job in short time which will give benefit to the employee itself also for the organization. So, this study is important because it give new insight about how to design the job effectively and act proactively towards the job can help to improve employee’s job performance. The employees also will learn more about the job crafting which can help them to adjust their job that fit with their understanding and perform well in their job. Hence, job crafting can be one of the intervention in HRD which will lead to good job performance.
Lastly, job performance is the key factor for any organization. So, this study is important for the organization as it show how job crafting behavior and the presence of social support at the workplace can improve employee’s job performance. The study give an idea to encourage the organization to improve social support among employees because it is one of the main job resources especially to those who are working in high job demands working environment.
Hence, the study encourage the organization to practice job crafting also to improve social support among employees in the organization.
1.6 Definition of Terms
This section will explain about conceptual and operational definition that used in this study.
1.6.1 Job Performance
Conceptual: Job performance defined as a behaviors and outcomes that employees accomplish to contribute to organizational objectives (Viswesvaran & Ones, 2000).
Operational: In this study, job performance refer to the degree of the duties performed and the abilities of workers to accomplish specific duties needed in an ideal state (Pradhan & Jena, 2016).
17 1.6.2 Job Crafting
Conceptual: Job crafting is a constant process that employees undergo, and during this process, workers create a lot of physical and psychological adjustments to their relational boundaries and jobs (Tims, Bakker, & Derks, 2013).
Operational: In this study, job crafting refer to the process of an employees who make an adjustment to their jobs according to their preferences to achieve organizational goals.
1.6.3 Social Support
Conceptual: Social support refers to the type of help that people get or hope to receive in some way from others who contact with them (Papakonstantinou & Papadopoulus, 2009).
Operational: In this study, social support defined as the assistance give by significance other such as supervisor and co-worker in term of emotional support (concern, trust and encouragement) and informational support (give advice, guidance and useful information) at the workplace.
1.6.4 Supervisor Support
Conceptual: Supervisor support is described as employees' perceptions of how much their managers appreciate their efforts and concern about their health (Eisenberger et al., 1986;
Kottke & Sharafinski, 1988).
Operational: In this study, supervisor support refer to their concern or practical assistance to improve their employee’s well-being, helping them in work-related problems and value their employee’s contribution in the job.
18 1.6.5 Co-worker Support
Conceptual: Co-worker support is referred to employees' trust in their coworkers' readiness to help them do work-related service-based tasks (Susskind, Kacmar, & Borchgrevink, 2003).
Operational: In this study, co-worker support refer to assistance give by co-worker at the workplace when encounter difficulties in getting the job done and maintaining positive relationship with co-worker.
1.7 Summary
This chapter discussed overall component of this study such as background of the study, problem statement, objectives and hypotheses of the study. It also discussed the definition of term including conceptual and operational definition followed by significance and limitation of the study. The next chapter will explain about the literature review for this study.
