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training is also negatively statistically significantly related with intentions with quit. Communication has a practically significant correlation (large effect size) with job security, job satisfaction, and employee commitment. Communication is also statistically and practically significantly related (medium effect size) with work success. Communication is also negatively statistically significantly related with intentions with quit. Job security has a practically significantly relation (large effect size) with job satisfaction and employee commitment. Job security is also statistically and practically significantly related (medium effect size) with work success. Job security is also negatively statistically significant related with intentions with quit. Job satisfaction has a practically significantly relation (large effect size) with employee commitment. Job satisfaction is also negatively statistically and practically significantly related (medium effect size) to intentions to quit and work success. Employee commitment has a practically significantly relation (large effect size) with work success. Employee commitment is also negatively statistically and practically significantly related (medium effect size) with intentions to quit.
Regression Analyses
Next we focus on the regression analyses. Regression analyses with key soft success factors for CI as predictors of work attitudes are presented in Table 2 below.
TABLE 2: REGRESSION ANALYSES WITH THE KEY SOFT SUCCESS FACTORS AS PREDICTORS OF EMPLOYEE ATTITUDES
Work attitude outcomes Job Satisfaction β
Leadership commitment Training / development Communication
Job security R
R2 Effect size (f 2)
.15 .02
.30** .28**
.65 .42 .21
(Medium) t-value
1.48 .17
2.87 3.20
Employee Commitment
β .21** .05 .25** .34**
.75 .57 .48
(Large) t-value
2.82 .55
2.76 4.48 Work success β .22* .09 .14 .15 t-value
1.98 .79
1.22 1.57
.52 .27 .08
(Small) Intentions to Quit β
-.26* -.10
.15 -.04
.28 .08 .01
(Small) t-value
-2.11 -.76
1.11 -.35
Table 2 summarises regression analyses with job satisfaction, employee commitment, work success and intentions with quit as outcomes with other key soft success factors for CI implementation variables as independent variables. Closer inspection of Table 2 revealed that other key soft success continuous improvement variables explained 42%, 57%, 27% and 8% of job satisfaction, employee commitment, work success and intentions to quit respectively. Job security (β=.28; t=3.20) and communication (β=.30; t=2.87) proved to be the only statistically significant predictors of job satisfaction. Leadership commitment (β=.21; t=2.82); Communication (β=.25; t=2.76) and Job security (β=.34; t=4.48) proved to be the only statistically significant predictors of
KEY SOFT SUCCESS FACTORS FOR CONTINUOUS IMPROVEMENT IMPLEMENTATION AND EMPLOYEE ATTITUDES IN A MANUFACTURING COMPANY