Showing papers on "Contextual performance published in 1975"

Congruence between individual needs, organizational climate, job satisfaction and performance1

Abstract: The article discusses the proposition that organizational climate interacts with individual personality in influencing job satisfaction and performance. Researches who have analyzed the relative am...

Relation of Organizational Structure to Job Satisfaction, Anxiety-Stress, and Performance.

Abstract: The present study of 295 trade salesmen in three organisations reports on the relationship between organisational shape or structure (tall, medium, and flat) to job satisfaction, anxiety-stress, and performance. The findings indicate that salesmen in flat organisations (1) perceive more satisfaction with respect to self-actualisation, and autonomy, (2) perceive lower amounts of anxiety-stress, and (3) perform more efficiently than salesmen in medium and tall organsiations.

Job Enlargement: A Multidimensional Process

Abstract: This paper reports the results of an evaluation study into the effects of a job enlargement exercise on female assemblers of electrical domestic appliances. Data on job satisfaction and perceptions of job attributes are analysed, and a comparison is made between the group with the enlarged job and another group of operatives who are performing tasks fairly similar to those which the enlarged group were performing prior to job enlargement. The results indicate that the expected increases in satisfaction associated with greater work variety, novelty and felt use of abilities were achieved. There were some dissatisfying outcomes related to decreased social interaction and somewhat increased effort of work. It is suggested that opportunities for social interaction could have been maintained by a different job redesign. The increased effort of work was hypothesized to relate to the presence of multiple motives for change among the management team. The need is stressed to conceptualize job enlargement as a phen...

Interdependence Among Organizational Variables

Abstract: This study aimed to investigate the interrelationship between a set of organizational variables. It used a matrix analysis whereby fourteen work organizations or Sections within a company were assessed with respect to ten variables - production, quality, costs, job satisfaction of operatives, job satisfaction of supervisors, work anxiety, accidents, absence, labour turnover and industrial unrest.When the Sections were ranked on the individual measures it was found that wide and consistent differences existed between the Sections; within the Sections the variables were clearly interrelated. This effect could be called the interdependence phenomenon of organizational behaviour.This property was most pronounced in one group of Sections characterized by high performance achievements, favourable attitudes and organizational stability, and in another group of Sections characterized by low achievements, considerable dissatisfaction, and organizational instability involving high levels of accidents, absence, labo...

The Relationship between Individual Attributes and Job Design: Review and Annotated Bibliography.

Abstract: : This document provides a review of the literature, an annotated bibliography, and glossary of terms related to current and past trends in job design. The following topics are included: Quality of Work Life; Conceptual and Theoretical Framework for Job Design; Measurement of Tasks and Job Structural Attributes; Survey Case, Field, and Laboratory Studies of Job Design; and Interaction of Individual and Group Variables with Job Design.

The Relationship between Individual Attributes and Job Design: Maintenance Tasks.

Abstract: : The report is of a study of a simulated maintenance task in which subjects worked under two different sets of expectation. In the high job structural attribute conditions subjects were told that the maintenance task was high in responsibility, feedback, and the opportunity to learn new skills. In the low job structural attribute condition, they were told that the task was low on these attributes. However, subjects in both conditions completed the same physical task during the experimental session. The results indicated that those psychologically manipulated expectations of task structural attributes moderated the relationships between ability measures and both quantity and quality of performance and task satisfaction.

The Relationship between Individual Attributes and Job Design: Monitoring Tasks.

Abstract: : Two visual monitoring tasks were developed, one high in job complexity, variety, responsibility, and external feedback, and one low on these job structural attributes. Performance and satisfaction on these tasks were related to individual differences in perceptual style, general intellectual ability, personality and work preference measures.

Characteristics of Organizational Climate and Managerial Job Satisfaction: An Empirical Study

Abstract: Summary.-This study investigated the impact of perceived organizational climate on non-managerial job satisfaction of 118 non-managerial personnel who completed a three-part questionnaire which solicited demographic information and the identification of and preferences for specific characteristics of organizational climate. The surveyed personnel had a strong preference for open as opposed to closed characteristics of organizational climate; to the degree that they claimed to be familiar with the behavioral science theories of management there is an increasingly favorable disposition toward the theories; and among those Ss who perceived closed characteristics, there was a marked desire for a diminution of the impact of those characteristics. Similar results were obtained, by the authors, in a previous study of organizational climate and managerial job satisfaction. For the past twenty years, behavioral scientists have attempted to demonstrate that an organizational climate which permits an individual to experience a relatively great degree of freedom or latitude will have a beneficial effect on job satisfaction. Emphasis has been laced upon enabling an individual to affect the nature of his work, work pace, and work environment in such a way as to maximize opportunity for self-control. Vroom (15) equated job satisfaction with the attractiveness of a job to an employee. Adams ( 1) suggested that a job satisfaction is determined directly by an employee's ~erceived input-outcome ratio. It may be reasonably argued that the determinants of the perceived organizational climate may be equated with the outcome portion of the ratio. Climate usually refers to an internal organizational phenomenon surrounding and influencing the decisions of individuals or small groups (6). Halpin and Croft have equated internal climate with an organizational "personality" (8). Tagiuri (14) in an early chapter defined organizational climate in terms of an enduring quality that is experienced, which influences behavior and which can be described by the values of some set of organizational attributes. A comprehensive treatment of the topic was given by Tagiuri and Litwin (14). Schaffer ( 12) found that "job satisfaction will vary directly with the extent that those needs of an individual which can be satisfied are actually satisfied." Converse (3) suggests that each individual is involved in an attempt to gain control over the major elements in his work environment. Dalton and Lawrence (4) indicate that job satisfaction is a

An experimental analysis of the relationship between job satisfaction and job importance

Abstract: In the understanding of employee's job behavior, it is useful to determine how important various aspects of the job are to the employees as well as how satisfied they are with each aspect.The previous theory and research which analyzed the relationship between job satisfaction and job importance has not led to clear-cut findings. Some findings assert the significance of job importance but others do not. A major reason for this inconsistency of findings seems to consist in the incompleteness of job importance measurement and external criterion variables used.In this study, these operational problems are overcome. The following two hypotheses are tested on data obtained from 297 male workers engaged in railroad maintenance.Hypothesis 1: The correlation coefficients between job satisfaction ratings and the four criterion variables (likelihood of leaving one's present job, evaluation concerning the future of one's job, mental health, and feeling of job accomplishment) will be improved by weighting them with importance ratings. The product moment correlations, partial correlations, and multiple correlations methods are used to test this hypothesis.The results reveal that weighting satisfaction ratings by importance ratings slightly increases these correlation coefficients.Hypothesis 2: The effects of satisfaction and dissatisfaction of a job aspect upon the external criterion variable (likelihood of turnover) will be varied whether the job aspect is more important to him or not. The results of analysis of variance support this interactive model of job importance and job satisfaction. That is, employees who rate high importance-high satisfaction are less likely to turnover than those rate high importance-low satisfaction. In addition, there are no statistical differences between the likelihood of turnover of low importance-high satisfaction employees and that of low importance-low satisfaction employees.It is argued that these findings provide the empirical support for the explanation that the prediction of the external criterion variables by job satisfaction is improved if job importance ratings are somehow taken into account simultaneously.Finally, for the future research on the relationships between job satisfaction and job. importance, the necessity is emphasized to develop a more valid job importance measure and more appropriate methods of weighting.