A critical element in the evolution of a fundamental body of knowledge in marketing, as well as for improved marketing practice, is the development of better measures of the variables with which ma...

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A Paradigm for Developing Better Measures of Marketing Constructs

Research on the relation between attitude and behavior is examined in light of the correspondence between attitudinal and behavioral entities. Such entities are defined by their target, action, context, and time elements. A review of available empirical research supports the contention that strong attitude-behavior relations dre obtained only under high correspondence between at least the target and action elements of the attitudinal and behavioral entities. This conclusion is compared with the rather pessimistic assessment of the utility of the attitude concept found in much contemporary social psychological literature.

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Attitude-behavior relations: A theoretical analysis and review of empirical research.

A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

http://m.timothy-judge.com/JS-JP%20published.pdf

The job satisfaction-job performance relationship: a qualitative and quantitative review.

Earlier versions of this paper were presented at the International Communication Association/Speech Communication Association Conference on Interpretive Approaches to Organizational Communication, Alta, Utah, July 1981, and the Eastern Academy of Management meetings, Baltimore, Maryland, May 1982. I would like to express special appreciation to Mike Pacanowsky and Linda Putnam for organizing the Interpretive Conference, which provided the impetus as well as encouragement for the development of these ideas. Thanks also to Gareth Morgan, Linda Pike, Lou Pondy, and Karl Weick for their various forms of inspiration. This paper examines the significance of the concept of culture for organizational analysis. The intersection of culturetheory and organization theory is evident in five current research themes: comparative management, corporate culture, organizational cognition, organizational symbolism, and unconscious processes and organization. Researchers pursue these themes for different purposes and their work is based on different assumptions about the nature of culture and organization. The task of evaluating the power and limitations of the concept of culture must be conducted within this assumptive context. This review demonstrates that the concept of culture takes organization analysis in several different and promising directions.

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Concepts of Culture and Organizational Analysis

This paper reports on a technique for measuring and analyzing computer user satisfaction. Starting with the literature and using the critical incident interview technique, 39 factors affecting satisfaction were identified. Adapting the semantic differential scaling technique, a questionnaire for measuring satisfaction was then created. Finally, the instrument was pilot tested to prove its validity and reliability. The results of this effort and suggested uses of the questionnaire are reported here.

Development of a Tool for Measuring and Analyzing Computer User Satisfaction

A longitudinal field study (N = 44) and a scenario study (N = 239) were conducted to investigate the influence of the individual difference of goal orientation (an orientation toward developing or demonstrating one's ability) on feedback-seeking behavior by the inquiry method. The results of the 2 studies were consistent with the hypotheses of a positive relationship between a learning-goal orientation and feedback seeking and of a negative relationship between a performance-goal orientation and feedback seeking. Also as hypothesized, the perceived cost and perceived value of feedback seeking mediated these relationships. The theoretical and practical implications of the research are discussed.

A test of the influence of goal orientation on the feedback-seeking process.

Theories of Performance and Satisfaction: A Review

Performance in Organizations: Determinants and Appraisal.

The effects of environmental information (load and specificity) and group structure on perceived environmental uncertainty were studied. Significant main effects were found for information load and...

Perceived Environmental Uncertainty: Effects of Information and Structure

A model is presented linking task scope to employee motivation and performance. Emphasis is given to the importance of objective, environmental (versus psychological) conceptualizations of task scope. Psychological reactions to variations in task scope are depicted as dependent on intervening constructs. Through an expectancy model, a formulation of a task scope/performance relationship leads to a complex, situationally specific set of predictions. Additional refinements of the model are suggested.

L. L. Cummings

Papers

A test of the influence of goal orientation on the feedback-seeking process.

Theories of Performance and Satisfaction: A Review

Performance in Organizations: Determinants and Appraisal.

Perceived Environmental Uncertainty: Effects of Information and Structure

A Theoretical Analysis of the Impact of Task Scope on Employee Performance