Development of a Virtual Faculty Network Using Flipgrid

Adjunct Faculty in Community Colleges: An Academic Administrator's Guide to Recruiting, Supporting, and Retaining Great Teachers Desna L. Wallin (Ed.). Anker Publishing: Bolton, MA. 2005, 227 pages. $39.95, Cloth. ISBN 1-882982-81-9. Reviewed by Clifford P. Harbour.Desna L. Wallin's book, Adjunct Faculty in Community Colleges: An Academic Administrator's Guide to Recruiting, Supporting, and Retaining Great Teachers, provides campus leaders with a new resource to improve institutional practice regarding employment of part-time faculty. This work is an edited volume published by Anker in 2005 and is comprised of 13 chapters written by community college presidents, academic administrators, faculty, and university researchers.Community colleges are facing new challenges in the 21st century because of budgetary constraints, looming retirements in the faculty and leadership ranks, demands for new curricula and delivery modalities, and a student population that is becoming increasingly diverse and complex. These developments mean public two-year institutions must become more efficient and effective in providing educational programs and services to their communities. Many institutions have realized new efficiencies through increased use of adjunct faculty. Wallin's goal in publishing Adjunct Faculty in Community Colleges is to explain how campus leaders can now become more effective in selecting, developing, supporting, and retaining this critical human resource.Wallin has organized the volume in three parts. Pan One presents Wallin's excellent overview of the text, and this overview is supplemented by research reported by university scholars. Akroyd and Caison report on their analysis of recent data from the National Study of Postsecondary Faculty. They describe how adjunct faculty compare with their full-time counterparts on factors such as demographics and job satisfaction. This work is complemented by research findings presented by Phillips and Campbell regarding faculty development at Florida's community colleges. Results from these two studies paint a picture of important similarities and differences concerning adjunct faculty and their full-time colleagues.Akroyd and Caison's comparison of adjunct and full time instructors reveals that the two populations are quite similar regarding (a) age, gender, and academic qualifications, and (b) overall job satisfaction. But there are important differences in how these two populations perceive job security, advancement opportunities, and benefits. Adjunct faculty are significantly less satisfied with these aspects of their employment. To date, these lower levels of satisfaction have not significantly affected community colleges. Institutions have been able to replace departing adjuncts with new ones. However, Akroyd and Caison's research suggests practitioners should not overlook the possibility that a dissatisfied adjunct faculty could have serious implications for institutional stability.Phillips and Campbell report on a statewide survey of mathematics and communications faculty at Florida community colleges regarding the value of certain professional development activities. These authors found that adjunct and full-time faculty agreed that new faculty orientation programs were a very valuable professional development activity. However, they differed, for example, on the importance of (a) travel money, (b) on campus workshops, and (c) access to professional development materials in the college library. The first two items were characterized as very valuable by full-time faculty but less so by adjuncts. Conversely, adjuncts regarded access to on campus professional development materials as more valuable than did their full-time counterparts.These two chapters provide a sound introduction to critical similarities and differences to be considered by campus leaders working to improve the selection, development, support, and retention of adjuncts. …

As the landscape of higher education continues to tip more towards using or employing adjuncts, it is important to understand what factors contribute to adjunct faculty job satisfaction. Job satisfaction has been linked with faculty loyalty and faculty turnover. Previous research on adjunct faculty job satisfaction aggregates all types of adjunct faculty together, while little research investigates the job satisfaction of disaggregated types of adjunct faculty in higher education. The current study examines ex post facto faculty data from the National Science Foundation’s 2017 National Survey of College Graduates on 3,737 full-time and part-time faculty. Faculty were divided into three groups: unintentional adjunct faculty (those who want a full-time position), intentional adjunct faculty (those who elect to be part-time), and full-time faculty (tenure-track or tenured faculty). Overall job satisfaction was divided into two scales: intangible and financial satisfaction. The study found statistically significantly different results with intentional adjunct faculty reporting higher levels of intangible satisfaction when compared to unintentional adjunct and full-time faculty. Intentional adjuncts did not fall far behind full-time faculty on levels of financial satisfaction, but unintentional adjuncts were still the least satisfied financially. Results indicated that intentional adjunct faculty may choose their part-time status because of its flexibility in comparison to full-time faculty.

To determine the relationships between organizational commitment, job satisfaction, life satisfaction and demographic characteristics among nurses and to determine the predictors of organizational commitment. The study was conducted as a cross-sectional study with 149 nurses in a public hospital between September and December 2024. Data were collected using the Descriptive Information Form, the Nurse Job Satisfaction Scale, the Organizational Commitment Scale, and the Life Satisfaction Scale. Descriptive statistics, independent sample t-test, one-way ANOVA test, Pearson correlation analysis and multiple regression analysis were applied in data analysis. Organizational commitment was found to be 3.17 ± 0.58, job satisfaction was 3.48 ± 0.70, and life satisfaction was 19.72 ± 6.87. Multiple regression analysis conducted to determine the predictors of organizational commitment revealed that nurses’ job satisfaction and age variables significantly predicted organizational commitment (p < 0.05). The model explained 49.8% of the total variance in organizational commitment. The results of this study highlight the importance of developing strategies and organizational interventions aimed at improving nurses’ job and life satisfaction and fostering organizational commitment. Interventions such as mentoring programs, stress management workshops, or flexible working hours may increase satisfaction and commitment levels. Not applicable.

Competitive rivalry in business world demand the company for thinking how the way company take adapt with kaleidoscopic environment. The company must think that employees must feel enjoy with the job and their work environment so they get the best performance. Because of human resources is the most valuable asset so the company must be responsible to keep quality of work life. It’s not only quality of work life but also commitment of organization and job satisfaction need to be noticed for raising employees’ performance. In unit of production of Suara Merdeka Semarang, quality of work life, commitment of organization and job satisfaction need to be noticed. The objectives of the research is to describe and analyze the influence ofquality of work life towards job performance, to describe and analyze the influence of quality of work life towards employees commitment of organization, to describe and analyze the influence of commitment of organization towards employees’ performance, to describe and analyze the influence of job satisfaction towards employees’ performance. This research is explanatory research. The population of this research is the entire of unit of production of Suara Merdeka employees, the number of total sampling is 69 people using definite criteria such as the minimum work period is 5 years and the age of the employees is 25 years old. The kind of data is primary with using data collection method is questionnaires. Analysis instrument that areused in this research is Partial Least Square (PLS). The result of this research is quality of the work life has positive effect and significance towards employees’ performance. It means that if quality of work life is increased, employees’ performance is increased too. Quality of work life has positive effect and significance towards commitment of organization. It means that if quality of work life is increased, commitment of organization is increased too. Quality of work life has positive effect and significance towards job satisfaction. It means that if quality of work life isincreased, job satisfaction is increased too. Commitment of organization has positive effect and significance towards employees’ performance. It means that if commitment of organization is increased, employees’ performance is increased too. Job satisfaction has positive effect and significance towards employees’ performance. It means that if job satisfaction is increased, employees’ performance is increased too.Keywords : Quality Of Work Life, Commitment Of Organization, Job Satisfaction, Employees’ Performance

The current study explores the relationship between work design, job satisfaction, stress, organizational commitment and turnover intention of employees. The target population for this study consist of non-voice BPO professionals from BPO organizations of Coimbatore. 430 employees is selected through simple random sampling. The instrument used for this study is a questionnaire, which included the demographic profile of employees on their BPO jobs. The relationship between the constructs of this study was identified using correlation analysis. The correlation between Work Design, Job Satisfaction, Stress, Organizational Commitment and Turnover Intention factors were performed and it was found that the correlation between work design and job satisfaction is high. The correlation between job satisfaction and stress is negative, indicating that higher the stress, lower the job satisfaction and vice versa. The correlation between job satisfaction and organizational commitment is high, indicating a significant relationship between Job Satisfaction and Commitment. Since job satisfaction and organizational commitment are the best predictors of employee Turnover Intention, organizations should conduct formal assessments of their employees during the first year of employment to measure success in providing an employment environment that promotes jobs satisfaction and organizational commitment. This may provide information useful for analyzing and modifying HR practices that will help to improve where there are deficiencies in employee perception of job satisfaction and organizational commitment. Work Design affects job satisfaction directly and turnover intention affects only indirectly. Finally, job satisfaction has a fairly strong negative effect on turnover intention.

The purpose of this study was to determine and analyze the effect of emotional intelligence on organizational commitment, the influence of transformational leadership on organizational commitment, the effect of emotional intelligence on job satisfaction, the effect of transformational leadership on job satisfaction, the effect of job satisfaction on organizational commitment, the influence of emotional intelligence on organizational commitment through job satisfaction, and the effect of transformational leadership on organizational commitment through job satisfaction. In this study, using associative research with a sample of 81 respondents who are employees of the North Sumatra Provincial Health Office. Data collection techniques using interviews and a list of statements such as questionnaires and data analysis techniques using partial least squares (smartpls) to test the seven hypotheses proposed in this study. The results of the research show that emotional intelligence has no effect on organizational commitment, transformational leadership has no effect on organizational commitment, emotional intelligence has a significant effect on job satisfaction, transformational leadership has a significant effect on job satisfaction, job satisfaction has no significant effect on organizational commitment, emotional intelligence has a significant effect on commitment. organization through job satisfaction (in other words job satisfaction acts as a mediator).

The purpose of this study was to investigate the relationships among employee organizational commitment, organizational trust, job satisfaction and employees' perceptions of their immediate supervisors' transformational leadership behaviors in Turkey. First, this study examined the relationships among organizational commitment, organizational trust, job satisfaction and transformational leadership in two Turkish public hospitals. Second, this investigation examined how job satisfaction, organizational trust and transformational leadership affect organizational commitment. Moreover, it was aimed to investigate how organizational commitment, job satisfaction and transformational leadership affect organizational trust. A quantitative, cross-sectional method, self-administered questionnaire was used for this study. Eight hundred four employees from two public hospitals in Turkey were recruited for collecting data. The overall response rate was 38.14%. The measurement instruments of survey were the Job Satisfaction Survey (developed by P. Spector), the Organizational Commitment Questionnaire (developed by J. Meyer and N. Allen), the Organizational Trust Inventory-short form (developed by L. Cummings and P. Bromiley) and the Transformational Leadership Inventory (TLI) (developed by P. M. Podsakoff). Five-point Likert scales were used in these measurement instruments. Correlation test (the Pearson's rank test) was used to examine relationships between variables. Also, multiple regression analysis was used to determine the regressors for organizational commitment and organizational trust. There were significant relationships among overall job satisfaction, overall transformational leadership and organizational trust. Regression analyses showed that organizational trust and two job satisfaction dimensions (contingent rewards and communication) were significant predictors for organizational commitment. It was found that one transformational leadership dimension (articulating a vision), two job satisfaction dimensions (pay and supervision) and two organizational commitment dimensions (affective commitment and normative commitment) were significant regressors for organizational trust. There is a lack of research in the health organizations regarding organizational commitment, organizational trust, job satisfaction and transformational leadership. The investigator of the proposed study intends to add to the literature and intends to prove that the proposed study would be important for healthcare organizations. A number of specific measures should be undertaken to reduce factors that negatively affect organizational commitment, organizational trust and job satisfaction of hospital personnel and to improve transformational leadership behaviors of hospital administrators.

The current study aimed to determine the relationship between organizational culture and job commitment in the Ministry of Education in the Sultanate of Oman, with job satisfaction as a mediating variable. To achieve the study objectives, a descriptive-analytical approach was adopted, using path analysis through the Amos ver.24 software in the Statistical Package for the Social Sciences (SPSS). This was done to examine the direct and indirect effects of job satisfaction as a mediating variable in the relationship between organizational culture as an independent variable and job commitment as a dependent variable, based on Baron &amp; Kenny's model (1986((. To answer the research questions, the researcher developed a questionnaire as a data collection tool, consisting of three dimensions: organizational culture, including four dimensions; job commitment, including three items; and job satisfaction, including four dimensions. The study sample consisted of 168 employees from the educational directorates in Muscat, North Al Batinah, and Dhofar in the Sultanate of Oman The results of the study indicated a high level of organizational culture, organizational commitment, and job satisfaction among employees in the Ministry of Education in the Sultanate of Oman. However, the study results showed no significant mediating effect of job satisfaction between organizational culture and job commitment. On the other hand, the results indicated a statistically significant effect of organizational culture, with its dimensions (values, expectations, norms, and beliefs), on organizational commitment with its dimensions (affective, continuance, and normative), in the presence of job satisfaction as a mediating variable with its dimensions (relationship satisfaction with colleagues, satisfaction with work procedures, supervision style, and rewards and incentives). The study recommended the importance of applying principles of integrity and credibility in selecting qualified individuals for administrative positions among candidates, achieving the principle of fairness in dealing with employees, and activating the principle of delegation in making some administrative decisions in the educational directorates in the Sultanate of Oman. Additionally, there is a need to review the system of incentives and promotions to achieve a higher level of job satisfaction among employees in those directorates

This research was conducted to measure innovative performance of teachers at the State Vocational High School Kolaka, Kolaka District, Southeast Sulawesi Province. Variables used in this study are organizational culture, job satisfaction, organization commitment and innovative performance. Organization culture, job satisfaction as an independent variable in analyzing organization commitment variables. While other variables namely innovative performance as the dependent variable. Sampling technique in this study was to use a census method with a total of 98 respondents, while those collected were 82 questionnaires. Data analysis in this study uses smart PLS (Partial Least Square). Finding of this study found that organizational culture and job satisfaction have positive relationship on organization commitment. Moreover, organization culture, job satisfaction, and organizational commitment have positive relationship toward innovative performance.

Emotional responses and the ability to regulate emotions among nurses, especially first-line nurse managers, can influence various workplace dynamics. However, there is a knowledge gap regarding emotional intelligence, job satisfaction, and organizational commitment among nurses in Qatar, particularly first-line nurse managers. The primary aim of this study is to determine if there is a significant relationship between emotional intelligence, job satisfaction, and organizational commitment among first-line nurse managers (FLNMs) in Qatar. This is a descriptive cross-sectional correlational study. Settings. The research took place at Hamad Medical Corporation in Qatar. Participants. A total of 203 first-line nurse managers participated in the study. Participants were recruited using a convenience sample method. Data were collected using the Genos Emotional Intelligence Inventory-Concise, the three-component model Employee Commitment Survey, and the short-form Minnesota Satisfaction Questionnaire (MSQ). The findings showed that participants had average levels of emotional intelligence, job satisfaction, and organizational commitment. Notably, a significant, moderately positive relationship was observed between emotional intelligence and organizational commitment, as well as between job satisfaction and organizational commitment. A weak positive relationship was identified between emotional intelligence and job satisfaction. Differences in emotional intelligence were observed based on variables such as gender, age, and unit specialty. Organizational commitment varied based on the current position and hospital type, while job satisfaction differed based on the current position and education level. The findings suggest that enhancing the emotional intelligence of first-line nurse managers can potentially improve organizational commitment, job satisfaction, and, subsequently, healthcare outcomes. There is a need for further research to delve deeper into these factors and devise strategies aiming to boost the emotional intelligence and job satisfaction of first-line nurse managers. Implications for Nursing Management. The study provides empirical data from Qatar's healthcare system, shedding light on FLNMs' emotional intelligence, job satisfaction, and organizational commitment.

Background: Research findings have shown that job satisfaction of Chinese nurses is at a low level. Limited studies have focused on the impact of psychological empowerment and organizational commitment on job satisfaction of Chinese nurses. Aims: The aim of this study is to describe job satisfaction, psychological empowerment and organizational commitment of Chinese nurses and to explore the impact of psychological empowerment and organizational commitment on the nurses' job satisfaction. Methods: A total of 726 nurses were recruited in a convenience sample from 10 tertiary hospitals. Data were collected using four questionnaires including Job Satisfaction Survey, Psychological Empowerment Scale, Organizational Commitment Scale and Demographic Questionnaire. Descriptive analysis, correlation and stepwise multiple regression were used for data analysis. Results: Nurses' job satisfaction, psychological empowerment, and organizational commitment were identified at moderate levels. Nurses' job satisfaction and psychological empowerment were significantly different in terms of age and length of service; nurse job satisfaction varied with respect to marital status. Findings further indicated that nurse job satisfaction was positively correlated with psychological empowerment and organizational commitment. Psychological empowerment, organizational commitment, and marital status were significant predicting factors of nurse job satisfaction. Conclusions: This study provides evidence to help nursing managers and health policy-makers to develop intervention programs aimed at enhancing nurse job satisfaction and retaining nurses.

ObjectivesMore and more countries have decided to cancel most or even all COVD-19 restrictions. However, it is unclear how ending of restrictions will affect primary care providers' job satisfaction and organizational commitment. Our objectives are to explore the current status and possible change in primary care providers' job satisfaction and organizational commitment after massive restriction policies ended in China.MethodsThis was a mixed-method study that utilized structured questionnaires and semi-structured qualitative individual interviews. The 20-item Minnesota Satisfaction Questionnaire (MSQ) and 25-item organizational commitment survey were adopted to assess job satisfaction and organization commitment. Descriptive statistics and mediation models, as well as inductive thematic analysis, were used to analyze quantitative and qualitative data.ResultsA total of 18 interviews and 435 valid survey responses were included in our analysis. The average scores for job satisfaction and organizational commitment were 80.6 and 90.8. The thematic analysis revealed one major theme: ethical and moral responsibility to provide care as primary care providers, on which we established a mediation model. The mediation analysis revealed that normative commitment could positively affect the other four dimensions of organizational commitment and job satisfaction. The direct effect of affective commitment on job satisfaction was significant (LLCI = 0.11, ULCI = 0.31), and the mediators were identified to have a partial mediating effect instead of a total mediating effect.ConclusionAfter COVID-19 restrictions end, the job satisfaction and organizational commitment of primary care providers will return to levels before the pandemic and during this estimated process, a brief rise in resignation is predictable. The normative commitment positively affects the other four dimensions of organizational commitment and job satisfaction for primary care providers, which suggests a possible way to motivate primary care providers when restrictions end.

The purpose of the present study was to examine the relationship among organizational justice components, overall job satisfaction, and organizational commitment within the intercollegiate athletics setting. Perceptions of three organizational justice components (procedural, distributive, and interactional), overall job satisfaction, and organizational commitment were gathered from head and assistant coaches of NCAA Division I and III baseball, men's basketball, and wrestling programs. Findings indicated the following: (a) significant interactional effects were found between sport type and NCAA Division, (b) a significant interactional effect was found between sport type and job title, (c) no significant differences were present on perceptions of overall job satisfaction or organizational commitment, (d) different organizational justice components contributed uniquely to predicting both overall job satisfaction and organizational commitment among all sport types, and (e) while sport type did not significantly moderate the relationship between distributive justice and overall job satisfaction, marginal means plots did indicate interactions to be present. The discussion of the findings centers on three points. First, perceptions of organizational justice components among male sport coaches predict overall job satisfaction and organizational commitment differently. While the focus of intercollegiate athletics typically hovers around the topic of resource distribution, the present study found perceptions of overall job satisfaction and organization commitment of non-revenue-generating coaches is predicated by procedural and interactional justice. Second, interactional justice was supported as an independent component of organizational justice in the sport setting. Athletic decision makers have the ability to change perceptions of fairness with little organizational change. However, challenges do exists as some athletic decision makers do not have the ability to change their interactional approach. Finally, sport type did interact in the relationship between organizational justice and both overall job satisfaction and organizational commitment. This finding challenges athletic decision makers to seek the use of decision making models that affect all sport types in a positive manner. Suggestions for practical application by athletic department decision makers, including: (a) focus on interactions with coaches, (b) develop a scoring or tracking system of organizational justice components, and (c) segment sports based on revenue generation. Finally, the present study provides three suggestions for future research: (a) expand the literature of interactional justice, (b) further define of sport type based on revenue generation, and (c) examine these variables outside of intercollegiate athletics.

Aims: This study aims to analyze the effect of Employee training on Organizational Commitment and Turnover Intention with Job Satisfaction as Mediation.&#x0D; Study design: Hypotheses Testing.&#x0D; Place and Duration of Study: 111 employees at Banjar Hospital, Indonesia.&#x0D; Methodology: Structural Equation Modeling (SEM) based on AMOS.&#x0D; Results: First, employee training positively effects on organizational commitment at the Banjar Hospital. Second, employee training positively effects on job satisfaction. Third, job satisfaction positively effects on organizational commitment. Fourth, job satisfaction mediates on the effects employee training on organizational commitment at the Banjar Hospital. Fifth, the findings further show that job satisfaction does not effects on turnover intention at the Banjar Hospital. Finnaly, employee training does not effects on turnover intention at the Banjar Hospital.&#x0D; Conclusion: Employee Training and job satisfaction effect on organizational commitment. Employee training effects on job satisfaction. Job satisfaction has a significant as mediator between employee training and organizational commitment. Meanwhile, Job satisfaction and employee training do not effect on turnover intention.

Background Leaders who exhibit toxic behaviors create a negative work environment that directly affects nurses’ job satisfaction. This, in turn, undermines their commitment to the organization, affecting retention rates and the quality of patient care. Aim The study aimed to assess the relation between toxic leadership, staff nurses’ job satisfaction, and organizational commitment at a general hospital. Design A descriptive correlational design was used in the study. Setting The study was carried out at Jazan Public Hospital located in Saudi Arabia. Sample A convenient sample (320) of staff nurses who agreed to participate in the study. Tools To achieve the aim of the present study, four tools were used to collect data. (1) Staff Nurse’s Personal and Work-Related Data Sheet. (2) The Toxic Leadership Behaviors of Nurse Managers Scale. (3) Nurses’ Job Satisfaction Assessment Questionnaire. (4) Nurses’ Organizational Commitment Questionnaire. Results The majority of the studied staff nurses (77.9%) perceived a high toxic leadership among their nurse managers, and only (6.9%) of them perceived a low toxic leadership among their nurse managers. There was a low (mean%=35.8 and 38.5%) job satisfaction and organizational commitment among staff nurses, respectively. Conclusion The current study findings concluded that the majority of the studied staff nurses (77.9%) perceived a high toxic leadership among their nurse managers, less than half of them (40.6 and 39.6%) had low job satisfaction and low organizational commitment, respectively. There were statistically significant strong negative correlations between toxic leadership with both job satisfaction ( r =−0.87, P =0.00) and organizational commitment ( r =−0.89, P =0.00). Recommendations Healthcare organizations implement targeted leadership training programs focused on emotional intelligence, effective communication, and conflict resolution to mitigate the effects of toxic leadership and foster a supportive, positive work environment that enhances job satisfaction and organizational commitment among staff nurses.