Exploring the Determinants of Work Enthusiasm among Employees:

A Case of Jordanian Manufacturing Industry

SAKHER A.I. AL-BAZAIAH

Department of Management, Faculty of Business, Al-Balqa Applied University,

Salt, JORDAN

ORCID iD: https://orcid.org/0000-0002-6648-8091

HUSAM MAHMMUD JAMIL ABU HAMOUR

Department of Business Administration, Faculty of Business, Al-Balqa Applied University,

Salt, JORDAN

ORCID iD: https://orcid.org/0000-0001-5424-2142

AHMAD FATHI ALHEET

Department of Business, Al-Ahliyya Amman University,

Salt, JORDAN

ORCID iD: https://orcid.org/0000-0001-5781-1072

ABDULLAH ABBAS AL-KHRABSHEH

Al-Balqa Applied University,

Salt, JORDAN

ORCID iD: https://orcid.org/0000-0001-8233-0035

NERMEEN AHMAD SAYYAD

Faculty of Business and Economics, Al-Quds University,

PALESTINE

ORCID iD: https://orcid.org/0000-0003-1922-4154

ZAKARYA AHMAD ALATYAT

Business College, Department of Business Administration, Al-Balqa Applied University,

Salt, JORDAN

ORCID iD: https://orcid.org/0000-0003-1568-2860

Abstract: - Given the enormity of the importance of Jordan's manufacturing sector, it is shocking that there isn't any

tangible research or ground-breaking work that the sector can use to enhance workplace enthusiasm. The

productivity of the workforce can be significantly increased by increasing work enthusiasm. Not just for the

employee or employer, but also for the health and sustainability of the economy as a whole, is work enthusiasm

correlated? The lack of research on the factors influencing the manufacturing sector in Jordan is thus a problem that

will be addressed in this paper. So the current study aimed to demonstrate the factors that impact the level of work

enthusiasm of employees working in the manufacturing industry of Jordan. The manufacturing industry was

selected on the basis of its significance to the GDP of Jordan. The study employed a primary quantitative research

approach along with a descriptive and correlation design for robust analysis to achieve the aim. With the survey as

a data collection tool, the research surveyed 78 employees working in firms operating in the manufacturing

industry. The survey results indicated that work-life balance and perceived fairness have a significant impact on

work enthusiasm when it comes to Jordanian employees. Because every industry has different requirements, this

study will contribute to the advancement of knowledge in the field of management in the future. The findings of

this study help expand our perspectives and suggest that future research be conducted in a pertinent dimension by

concentrating on other comparative analysis industries.

Key-Words: - Work Enthusiasm, manufacturing industry, employees, GDP of Jordan.

Received: August 14, 2022. Revised: February 16, 2023. Accepted: March 8, 2023. Published: March 30, 2023.

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DOI: 10.37394/23207.2023.20.68

Sakher A. I. Al-Bazaiah, Husam Mahmmud Jamil Abu Hamour,

Ahmad Fathi Alheet, Abdullah Abbas Al-Khrabsheh,

Nermeen Ahmad Sayyad, Zakarya Ahmad Alatyat

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1 Introduction

Some of the core issues facing the workplace are the

workforce’s motivation and enthusiasm. This is

because factors like enthusiasm or energetic display

are directly linked with employee satisfaction and

performance. Work enthusiasm is further discussed by

Lenner and Tuner, [1]. Where the authors highlight

that it can easily be seen through the normal daily

exchange with the employee who shows enthusiasm

in getting the job done and succeeding it. Several

factors serve as a hint to determine work enthusiasm.

For instance, appearance, motivation to learn

something new, going beyond the assigned work duty

and bringing in new concepts to the workplace, etc.

are important work enthusiasm determinants, [1].

Going strictly by its definition, work enthusiasm is

defined as the extent of interest or passion exhibited

by the workforce at the workplace. Work enthusiasm

has become a significant aspect of the workplace and

its culture because through the work enthusiasm the

negative effects of professional life such as

occupational burnout, ineffective work, professional

and personal life imbalance, high time wastage, etc. If

the Human Resource and the management have

prioritised these workplace habits, it is very likely that

the workplace will have jubilant energy that can help

realise the organisational objectives.

However, it is also important to understand that work

enthusiasm determinants have a spatial-temporal

dimension and these determinants may not be

homogenised across the planet. This is to say that the

workplace in eastern and Western cultures may have

completely different values and determinants of work

enthusiasm. This is dependent on the country’s values

and ethos as it may be possible that a country’s culture

may not encourage an individual to be expressive but

depend on community spirit compared to western

values of extreme individualism and expressiveness.

The point is that work enthusiasm or determinants to

it needs to be studied at a microcosm level. This is

also true for Jordan, which is not a mainstream

country and whose values or cultures are not known in

the common media. Therefore, when determining the

factors affecting Jordan’s work enthusiasm, it is

important to consider the entire superstructure or

culture that the country holds and how it can analyse

the determinants of work enthusiasm.

This study is one of the few studies in the literature

that examines these variables in a developing country

such as Jordan, so it will be important to know the

extent of labour enthusiasm among workers in the

manufacturing sector in Jordan.

By conducting a comprehensive review of the

literature, it can be said that this study has a set of

theoretical and practical contributions that could be

important in the manufacturing sector in Jordan.

1.1 Problem Statement

Despite being a low- or middle-income country, a

huge research volume has been dedicated to studying

Jordan’s workforce dynamics and how the country-

specific factors can be influenced in uplifting the

workforce’s morale. For instance, ILO identifies that

social protection and a job security promise can play

an ever-important role in increasing employees’

motivation, [2]. Similarly, it is highlighted by Kanze

that reducing the gender gap and disparity can also be

an effective tool in maintaining the workplace ethos

and decorum in Jordan, [3]. However, when talking

about the manufacturing industry, there is no relevant

literature. The reason for stating the manufacturing

industry is that manufacturing forms a huge chunk of

the country’s industrial sector and contributes 24% of

its GDP by 2017.

Given such immense importance of Jordan’s

manufacturing sector, it is a shock that there is no

concrete or seminal work that the manufacturing

industry can implement to increase workplace

enthusiasm. Through work enthusiasm, the

productivity of the employees can be increased

significantly. Work enthusiasm also has a direct

relation with the health and sustainability of not just

the employee or employers but also of the total

economy. Therefore, the dearth amount of studies

dedicated to studying the determinants of the

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manufacturing industry in Jordan is a challenge and

will be taken up by this report.

1.2 Research Aims and Questions

As stated in the above discussion, the study explores

the factors related to the increase in work enthusiasm

in Jordan’s manufacturing industry. This includes the

aspect of quantitative research analysis and the

suitable policy recommendations that the future

researchers or practitioners need to know to increase

the work-related enthusiasm. In short, the central

research question drawn upon the aim of the study

seeks to address; “What are the factors that influence

work enthusiasm of Jordanian Employees working in

the manufacturing industry?”.

1.3 Research Significance

The topic under study is a game-changer for the

industry practitioners. The study aims to reduce the

gap between academicians and practitioners. With the

help of this research’s findings, practitioners will be

able to increase work productivity and employee

satisfaction, which are the two main issues facing the

industries worldwide.

2 Literature Review

2.1 Introduction

This section aims to bring into focus different

academic literature or studies conducted on the topic.

Furthermore, the chapter also explores the theoretical

frameworks based on work enthusiasm. These

conceptual frameworks are then be applied to the

latter part of the research.

2.2 Theoretical Frameworks Related to Work

Enthusiasm

As concluded by Cesário and Chambel work

enthusiasm forms an imperative role in the overall

work culture. This can lead to a significant increase in

workforce performance, [4]. However, in order to

understand the enthusiasm, it is imperative that basic

human modelling related to motivation is known.

Here the Maslow’s Hierarchy of Needs is worthy of

mention and forms an important relation between

work enthusiasm, [5].

As per this figure, human motivation works in a

ladder, i.e., it begins from the provision of basic

human needs and then moves up in a ladder.

According to Sullivan, Forrester and Al-Makhamreh

this is especially true for Jordan because it has a labile

political condition with not a very bright future

insight, [6]. In such times, all the employees want is

certainty in terms of sustenance. It is further

highlighted by Hasanuddin and Sjahruddin that

employers can provide these basic human demands in

terms of the contract. Through a contractual

agreement, social and esteem needs that form the

human need’s pyramid’s upper quadrant can be met,

[7]. Once these conditions are fulfilled, employees

can then move towards self-actualisation, which

transcendences humans into a superior being. This

realisation is what the work enthusiasm requires

Stojanová, Tomšík & Tesařová, as per these

researchers, if the employees are ensured of their

social and existence and treated respectably, it can

prove beneficial for the organisation as this would add

to their mental and physical productivity, [8].

Furthermore, another very important conceptual

framework to understand the dynamics of work

enthusiasm is provided by Zigarmi. This model

differentiates from Maslow’s Hierarchy of needs as it

does not take the factors in a particular hierarchy but

considers the workplace factors. For instance, work

enthusiasm or passion starts with the prevalent work

conditions, [9]. This is further stated by Maton and

Salem who stresses the need for organisational

characteristics as the basis of organisational value.

Once these organisational values and job

characteristics are designed to integrate the needs or

preferences of both the employees and employers,

only the preliminary conditions can be met for

harnessing a condition of work enthusiasm, [10].

Further, these antecedents then lead towards the

personal traits of the employees. This is explained in

length by Sariwulan et al. As per the study, it is the

recruitment team’s job to induct employees who have

resilience and passion for the job. As per the model,

these traits can be attributed to cognition and intention

of the employees. It is also important to mention that

the corresponding organisational and job

characteristics must form a perfect synthesis with the

kind of individual inducted. If there is a mismatch, it

can significantly hurt the work passion model, and as

a result, the organisation will be at a total loss. This is

the consequential part of the model, i.e., relate to the

expected role behavior. The role behavior, which is

the employee’s ultimate performance, results from the

factors discussed above. Only if the organisation

respects the antecedents and individual appraisal can

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it successfully achieve a work enthusiasm model,

[11].

Fig. 1: Work Passion Model, Source: [10].

2.3 Determinants to Work Enthusiasm in

Jordan

In an interesting but relevant study by Suliman the

author recognises the value of professional growth as

a determinant to work enthusiasm. This can be

understood given the economic conditions of Jordan.

Because the country falls in a lower to middle-income

classification, the employees have a high passion for

innovating and changing the economic climate.

Therefore, space for employees to innovate and test

the new ideas form a very important determinant to

work enthusiasm in Jordan, [12]. A similar study is

conducted by Al-Omari and Okasheh, who identifies

work enthusiasm with the working conditions.

Manufacturing industry come under sharp criticism as

far as working conditions are concerned. Different

dimensions, including basic climatic factors such as

light, air or temperature, and ergonomics that include

comfort level or office spacing, are considered an

important benchmark to gain work enthusiasm in

Jordan’s manufacturing industry, [13]. These factors

are further explored by Chandrasekar who regard the

comfort level with the motivation of the employees.

Although this can differ with employees’ level or

hierarchy, it is to be noted that if employers prioritise

working conditions and provision of basic mental

peace to the employees, then the work-related

enthusiasm can be improved drastically, [14].

Suliman (2001) links work motivation with the

empowerment of the employees. This can be

attributed to the esteem needs highlighted in the

theoretical section of the literature review. If

employees are empowered and are given space to

improvise on their performance and receive

constructive feedback that helps their professional

development, then motivation on the job can increase

manifold, [15]. A further testament to employee

empowerment leading to work enthusiasm is provided

by Chinomona, Popoola & Imuezerua. Here the

researchers discuss the global trend of professional

development to retain the employees. This is an

opportunity for the organisation to retain talent and

simultaneously focus on cultivating organisational

leadership for the future, [16].

2.4 Strategies to Enhance Work Enthusiasm

Having discussed the theoretical framework and the

determinants of work enthusiasm in Jordan, the report

will now bring into limelight literature that focuses on

strategies to enhance work enthusiasm. As per

Schaufeli and Salanova study, employers can opt to

increase work enthusiasm among employees in

various ways. These methods include social support,

continuous performance management system,

coaching and task variety. This can break away from

the everyday cliches of work and motivate employees

to work assigned to them. Concerning coaching and

task variety, [17]. Hasanuddin and Sjahruddin also

explain that employees tend to exhibit a higher degree

of engagement with the work provided that they are

given a critique of their performance and given

different tasks in their job tenure. This can also add to

job retention, which has become a prime issue for the

organisation, [7]. An in-depth study is also conducted

by Bakker, where the author regard work enthusiasm

as a factor of the bottom to top integration of the

organisation. In such a hierarchy, workflows from the

lowest staff to top executives rather than executives

imposing work ethics in the organisation. In other

words, the research regards employee empowerment

and job crafting from the employees to increase job

motivation. The bottom to top approach can be further

simplified in four main steps: self-management,

crafting of the job, strength utilisation and

mobilisation of an organisational resource, [18]. This

tactic is also linked with the socialisation of the

organisation. As per Taormina, socialisation among an

organisation is a key issue with employees become

more and more distant from their colleague. This

harms the work enthusiasm, especially in Jordan,

where society is built on collectivisation or

community spirit values. Employers should be aware

of the socio-cultural ethos prevalent in society and

look to build the organisation on the same pattern. It is

the HR and top-level management’s job to harness an

environment of positivity and goodwill among all

employees, [19].

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Furthermore, as per Hoon Song et al., organisational

leaders also play a huge role in employees’ social

cohesion and organisational values. Here, the

transformational leader aspect is quite useful in

understanding how work enthusiasm can be enhanced

in a particular setting, [20]. As per Stordeur, D’hoore

and Vandenberghe, transformational leader factors in

the individual characteristics in building an organic

and structural organisation where every employee

form an important unit of the organisation. These

values can be harnessed or nourished in creative

exercises, including employee engagement, which is

also becoming a tool for creating work enthusiasm,

[21]. It is also important to highlight performance

management’s role as an effective tool to create

synergy among the employees. Performance

management helps in the individuals’ professional

development, which is among the topmost attributes

for job satisfaction.

2.5 Summary

Through the literature review, it has been brought into

consideration different theoretical frameworks that

present the underpinning of work enthusiasm in an

organisation. This is achieved in the first section,

where Maslow’s Hierarchy of Needs and Work

Passion Model are sketched out. The models provide a

nuanced approach to the theory of work enthusiasm

and can be used by the practitioners to understand the

dynamic concept of work enthusiasm. Building on to

the theories is the second section that deals with

determinants to work enthusiasm. This is a key

research objective and discusses determinants like

employee empowerment, workplace setting, and

professional growth to create a positive and energetic

environment. Lastly, some key strategies are

highlighted that use the determinants mentioned above

in the hope of harnessing work enthusiasm. These

strategies include fair and free performance

management system, bottom to top integration of

workflow and creative employee engagement

activities.

3 Research Methodology

3.1 Research Approach

The research is based on quantitative analysis,

employing statistical techniques to establish an

empirical relationship between determinants and work

enthusiasm in Jordan’s manufacturing industry. The

rationale behind the quantitative analysis is that the

technique allows an explanatory review of the

research variables, making the results more reliable

and credible, [22]. Because of the data collection and

quantitative design analysis, this method is prioritised

to make the results more generalised by the vast

manufacturing industry located in Jordan. Quantitative

design is also providing robust analysis because of the

use of empirical evidence.

3.2 Research Design and Data Collection

Various research designs employ quantitative research

approaches such as; experimental, correlational,

content analysis, survey, etc. Leavy highlighted that

correlational design is used when a relationship

between variables needs to be established, [23]. To

refer to the research question, a relation between

different determinants and work enthusiasm is the

core task of this research. Hence, this is the rationale

of why research design is adjusted to correlational

design. Furthermore, the technique for data collection

has relied on a primary data source. This is because

the first-hand data is more credible as compared to

secondary data. The primary data is collected through

the surveys distributed to the manufacturing sector of

Jordan. This assists the research in accumulating the

information from the people who are directly working

in the said domain. The survey strategy is also flexible

and enables data collection from a mass sample size in

a cost-effective manner. In the light of literature

following are the variables that are measured through

the survey-based questionnaire;

Table 1. Variables of Study

Variables Name

Variables Nature

Work Enthusiasm

Dependent Variable

Organizational Incentives

Independent Variable

Leadership Style

Independent Variable

Work-life Balance

Independent Variable

Perceived Fairness

Independent Variable

Workplace Culture

Independent Variable

3.3 Ethical Considerations

To make the research honest and credible, certain

restrictions and codes of conduct are maintained

throughout the research process. These values are

important so that the results are not influenced or

discredited, [24]. All the participants’ information

related to their identity (i.e., name, identity number,

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etc.) is not asked and is kept anonymous. This is

communicated to the participants so that honest

responses can be collected from them. The

participants are also given complete freedom to

withdraw from the research if they feel it as a threat to

their employment. The data collected is not shared

with anyone and is kept on a password-protected

laptop. Other than that, the researcher remains

unbiassed and carries out the data analysis based on

the information collected and intends to influence the

results to make the study influential.

4 Findings and Analysis

This section of the paper reflects on the results gained

from collecting the data through survey-based

questionnaire distributed among 78 employees

working in Jordan’s manufacturing industry.

Therefore, the results cover the interpretation of

statistical tests including Frequency, Descriptive,

Pearson Correlation and OLS Regression analysis

performed through IBM SPSS Statistical Software.

Further, the outcomes of analytical measures are also

discussed with the literature review in the preceding

section to better compare and understand the trends in

Jordan’s manufacturing industry for work enthusiasm.

4.1 Demographic Analysis

The questionnaire confirmed the respondents’ details

regarding their gender, age group, and years of

experience in the manufacturing industry to define the

sample size. With respect to gender, the sample size is

dominated by male respondents accounting for 69.2%

of the 78 employees, while females cover a proportion

of only 30.8%, as shown in the table 2.

Table 2. Sample Size

Gender

Frequency

Percent

Valid

Percent

Cumulative

Percent

Valid

Male

69.2

Female

30.8

100.0

Total

100.0

Fig. 2: Sample Size

Concerning age, most of the respondents belong to the

age group of 21 to 30 years old, equivalent to

approximately 39.7%; whereas 29.5% are the

employees who belong to the age group of 31 to 40-

year-old. Following this is 12.8% of respondents

working in the manufacturing industry who have ages

below 21. The remaining ones are divided equally

among 41 to 50 years old and above 51 years. The

frequencies of each age group are depicted in the table

Table 3. Frequencies of Each Age Group

Age

Frequency

Percent

Valid

Percent

Cumulative

Percent

Valid

Below

%12.8

21-30

years

%39.7

%52.6

31 -

years

%29.5

%82.1

41 -

years

%9.0

%91.0

Above

years

%9.0

%100.0

Total

%100.0

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Fig. 3: Age Group

Based on the years of experience in the manufacturing

industry, there is a proportion of 43.6% sample size

working in the manufacturing industry from 1 to 3

years’ time. Following this are 20.5% of the

respondents having an experience of less than a year.

Only 5.1% of respondents have an experience that

goes above 10 years, whereas 19.2% have 4 to 8

years. The remaining ones are shown in the frequency

table 4.

Table 4. Experience in the Manufacturing Industry

Experience

Frequency

Percent

Valid

Percent

Cumulative

Percent

Valid

Less than 1 year

20.5

1 Year to 3 Years

43.6

64.1

4 to 8 Years

19.2

83.3

8 to 10 Years

11.5

94.9

Above 10 Years

5.1

100.0

Total

100.0

Fig. 4: Years of Experience

4.2 Descriptive Statistics

Based on the previous section’s literature, the current

study considered determinants like; Leadership Style,

Organisation Incentives, Work-Life Balance,

Perceived Fairness and Workplace Culture as

influential factors to test on Work Enthusiasm of

employees working in the manufacturing industry of

Jordan. Consequently, the questionnaire measured

each variable separately with two to three 5-point

Likert Scale Rating questions to gather employees’

opinions and quantify them. In order to identify the

opinions of employees in manufacturing firms, the

paper used descriptive statistics. Descriptive Statistics

help to define the underlying variables with regard to

the attitudes and perspectives of employees. This is

done by outlining the mean rating score given to each

construct, Minimum and Maximum ranges for each,

along with its standard deviation from the mean score

as shown in table 5. Based on the employees’

responses in table 5, it can be said that the mean score

of each variable is higher than 3.00 but lower than

4.00. As per the Likert-scale rating, 3.00 reflect a

‘neutral’ stance while 4.00 shows an agreement with

the notion. Furthermore, most of the questions were

phrased positively, showing that the average rating

score of 3.50 means that on average employees are

neutral or satisfied with the workplace culture and

organisational incentives offered to them in Jordan’s

manufacturing industry. However, the variable of

work enthusiasm has the highest rating of 3.63,

indicating that on average employees perceive their

work enthusiasm to be high with a minimum rating of

1.78, instead of 1.00. The variable of perceived

fairness has the lowest mean score of 3.21, implying

that on average most of the employees are unbiased

about this notion.

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4.3 Cross Tabulation

Work Enthusiasm

Mean

Gender

Male

3.70

Female

3.48

Age

Below 21

3.41

21-30 years

3.74

31 - 40 years

3.51

41 - 50 years

3.51

Above 51 years

3.98

Experience

Less than 1 year

3.85

1 Year to 3 Years

3.68

4 to 8 Years

3.37

8 to 10 Years

3.27

Above 10 Years

4.14

Regarding the demographic of gender, the mean value

shows that males are more enthusiastic about their

work than females with a mean difference of 0.22. As

for the age, employees aged above 51 have the highest

mean score of 3.98, showing that they are more

enthusiastic about their job than respondents in other

age groups. In the context of experience, employees

with experience of above 10 years are more

enthusiastic about their work with a mean rating of

4.14. The results indicate that the higher the

experience and the age, the higher the employees’

work enthusiasm. This may be due to the higher

position they get once they are so experienced in the

industry.

4.4 Pearson Correlation

In this data analysis section, the study intends to

determine the relationship between the factors

contributing to work enthusiasm and work enthusiasm

itself through the Pearson Correlation. The underlying

constructs are latent variables, identified through the

literature review. The outcome of correlation tests

shows that work enthusiasm is significantly correlated

with work-life balance, workplace culture,

organisational incentives, and perceived fairness at

0.05. However, the magnitude of each variable’s

relationship with work enthusiasm is weak to

moderate. In terms of direction, the three factors (i.e.,

work-life balance, organisational incentive and

perceived fairness) are positively associated with

Jordanian employees’ work enthusiasm working in

manufacturing companies. Nevertheless, the factor of

workplace culture is negatively associated with work

enthusiasm. It means that an increase in work-life

balance, perceived fairness, and organizational

incentive is associated with higher work enthusiasm

of employees working in Jordan’s manufacturing

industry than workplace culture can negatively

influence the level of enthusiasm. Further, the factor

of leadership style is insignificant to work enthusiasm

and vice versa. This contradicts the findings of

literature presented by Chinomona, Popoola and

Imuezerua; Hoon Song et al., who explain leaders’

role actively and significantly impact how employees

perceive organisations thereby their level of

commitment to work or enthusiasm. The literature in

this manner indicates that the two variables share an

indirect relationship, Stordeur, and therefore in the

context of Joran’s manufacturing industry, they are

insignificant to one another.

Table 5. Descriptive Statistics

Minimum

Maximum

Mean

Std. Deviation

Leadership Style

2.00

5.00

3.3718

0.75780

Organisational Incentives

1.00

5.00

3.5043

1.12526

Work-life Balance

1.40

4.80

3.4410

0.72532

Perceived Fairness

1.00

5.00

3.2115

1.00815

Workplace Culture

1.00

5.00

3.5096

0.87853

Work Enthusiasm

1.78

5.00

3.6325

0.83500

Valid N (listwise)

Based on the sample size and descriptive analysis

demographics, the study performed Cross Tabulation

to identify whether work enthusiasm differs with

respect to demographic characteristics. The results are

shown in Table 6, below.

Table 6. Work Enthusiasm Mean

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4.5 Regression Analysis

Table 7. Pearson Correlation

Correlations

Leadership

Style

Organizational

Incentives

Work-life

Balance

Workplace

Culture

Perceived

Fairness

Work

Enthusiasm

Leadership Style

Pearson

Correlation

Sig. (2-tailed)

Organizational

Incentives

Pearson

Correlation

.271*

Sig. (2-tailed)

0.016

Work-life Balance

Pearson

Correlation

.298**

.632**

Sig. (2-tailed)

0.008

0.000

Organizational

Pearson

Correlation

.644**

-0.058

0.177

Sig. (2-tailed)

0.000

0.617

0.122

Perceived Fairness

Pearson

Correlation

-0.021

.567**

.340**

-0.096

Sig. (2-tailed)

0.852

0.000

0.002

0.404

Work Enthusiasm

Pearson

Correlation

0.116

.484**

.518**

-0.037

.430**

Sig. (2-tailed)

0.314

0.000

0.745

0.000

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

To further confirm whether the factors impact the

work enthusiasm of employees working in the

manufacturing industry of Jordan, the study performs

the regression analysis shown in table 8.

Table 8. Regression Analysis

Coefficients

Model

Unstandardized Coefficients

Standardised

Coefficients

Sig.

Std. Error

Beta

(Constant)

1.409

0.513

2.748

0.008

Leadership Style

0.065

0.153

0.059

0.422

0.674

Organizational Incentives

0.057

0.114

0.077

0.503

0.617

Work-life Balance

0.448

0.146

0.389

3.061

0.003

Perceived Fairness

0.203

0.098

0.245

2.065

0.043

Workplace Culture

-0.110

0.128

-0.116

-0.864

0.391

F Stat

7.937

Sig.

.000b

R Square

0.355

Adjusted R Square

0.311

a. Dependent Variable: Work Enthusiasm

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DOI: 10.37394/23207.2023.20.68

Sakher A. I. Al-Bazaiah, Husam Mahmmud Jamil Abu Hamour,

Ahmad Fathi Alheet, Abdullah Abbas Al-Khrabsheh,

Nermeen Ahmad Sayyad, Zakarya Ahmad Alatyat

E-ISSN: 2224-2899

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Volume 20, 2023

According to the regression output, the overall model

is statistically significant at the 0.05 level, i.e.,

F = 7.937, p < 0.01. Moreover, the model is able to

explain 35.5% of the variable in the work enthusiasm

of Jordanian employees working for a manufacturing

organisation. Observing this separately, the regression

analysis indicates an insignificant impact of leadership

style, organisational incentive and workplace culture

on work enthusiasm. This partially challenges the

findings of the correlation test performed previously

and the literature reviewed by Al-Omari and Okasheh;

Suliman. The authors claimed that Jordanian

employees could be enticed by a workplace culture

which encourages and welcomes innovation. Other

than that climatic factors of manufacturing industries,

are often put under the limelight for harmful lighting,

air, temperature, and ergonomics to offer comfort

level and office sharing space, [14]. Apart from

workplace culture, environment, leadership style and

incentives, the current regression results show a

significant and positive impact of work-life balance

and perceived fairness on work enthusiasm at 0.05

level. This is coherent to the findings of Chinomona et

al. who discussed the significance of the perceived

level of fairness by employees in terms of getting

equal opportunities, constructive feedback and

employee empowerment to encourage work

enthusiasm. Further, the current results are also in line

with Lenner and Tuner’s conclusions, who explained

that work-life imbalance could significantly and

adversely impact the level of work enthusiasm.

Where the lack of balance between work and life can

lead to a lack of consistency between the personal

goals of workers and organizational goals, which

leads to poor productivity at work, and this matter will

negatively affect the level of enthusiasm for work

mainly, and then it will lead to a decrease in the

quality of work, which works to reduce the level of

performance total for the employees and the

organization.

The results of the study showed the importance of

labour enthusiasm in enhancing workers' productivity,

as the statistical results confirmed this. Therefore, it

can be said that increasing labour enthusiasm will

improve the ability of companies to enhance their

organizational performance, thus increasing their

profitability in the long run.

5 Conclusion

Drawing conclusions from the current study’s

findings, work enthusiasm is employee behaviour that

refers to the degree of interests and efforts put into

employees’ job. Subsequently, this behaviour is

significant to the employers for effective human

capital management among the entities. However, to

create such feelings of interest and devotion towards

work among employees is the responsibility of the

employers/HR Departments or the managers.

However, such values lack Jordan’s workforce, given

that the economy is a developing economy with low

or middle income. Thus, employers are mainly

focused on getting the work done instead of finding

out how to get it done effectively. Further economy’s

GDP comes mainly from its manufacturing industry,

accounting for 24% of the contribution, [3]. Thus, the

current study aimed to study the factors that can

increase work enthusiasm to help Jordanian

manufacturing companies increase employee morale,

commitment, and interest in their work, thereby

assisting in economic growth.

The study took a quantitative approach to address the

factors impacting work enthusiasm and surveyed 78

Jordanian employees working in the manufacturing

industry. The data collected through surveys were

analysed using IBM SPSS Software and statistical

measures of Pearson Correlation and OLS Regression

[25].

The results also show that Jordanian employees are a

little different from employees around the world. This

is because the literature also indicated that leadership

styles significantly impact enthusiasm levels,

organisational incentives and workplace culture.

However, concerning employees’ enthusiasm for

working in manufacturing organisations only work-

life balance and perceived fairness are significant

determinants.

Overall the results imply that employers should

consider maintaining work-life balance for their

employees by offering flexible work timings and paid

holidays for employees to relax. Apart from that,

manufacturing should also apply strategies that offer

equal opportunities for growth to each employee

while also improving their current performance to

better themselves. This can be done by providing

constructive feedback and acknowledging and

appreciating the employee to meet the firm’s KPIs.

This will help manufacturing organisations in Jordan

increase employee morale, commitment to the

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.68

Sakher A. I. Al-Bazaiah, Husam Mahmmud Jamil Abu Hamour,

Ahmad Fathi Alheet, Abdullah Abbas Al-Khrabsheh,

Nermeen Ahmad Sayyad, Zakarya Ahmad Alatyat

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Volume 20, 2023

workplace, and indirectly increase their enthusiasm to

work effectively and efficiently.

Even though the study demonstrates insightful

findings within Jordan’s workforce, the current study

is still limited in its scope as it only focuses on a

particular industry and not the overall workforce.

Since each industry is demanding on different levels,

the results’ generalizability lacks in the current study.

Consequently, future research in a similar dimension

is recommended to broaden the horizon by increasing

the sample size and focusing on other comparative

analysis sectors.

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Ahmad Fathi Alheet, Abdullah Abbas Al-Khrabsheh,

Nermeen Ahmad Sayyad, Zakarya Ahmad Alatyat

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Contribution of Individual Authors to the Creation

of a Scientific Article (Ghostwriting Policy)

-Sakher Al-bazaiah carried out the simulation,

organized and executed the experiments,

-Husam Abu Hamour (corresponding author) was

responsible for the Statistics. formal analysis,

-Ahmad ALheet; investigation, Abdullah AL-

khrabsheh; Data curation, Nermeen Sayyad; was

responsible for the methodology, Zakarya ALatyat;

resources.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

No funding was received for conducting this study.

Conflict of Interest

The authors have no conflict of interest to declare that

is relevant to the content of this article.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en_

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2023.20.68

Sakher A. I. Al-Bazaiah, Husam Mahmmud Jamil Abu Hamour,

Ahmad Fathi Alheet, Abdullah Abbas Al-Khrabsheh,

Nermeen Ahmad Sayyad, Zakarya Ahmad Alatyat

E-ISSN: 2224-2899

751

Volume 20, 2023