Showing papers on "Core self-evaluations published in 1982"

A comparison of LISREL and two-stage least squares analysis of a hypothesized life–job satisfaction reciprocal relationship.

Abstract: The nature of the relationship between life satisfaction and job satisfaction was investigated using both two-stage least squares and the analysis of linear structural equations by LISREL. These techniques were chosen because both provide the possibility of evaluating causal relationships that are bidirectional. The results are consistent with a model that hypothesizes a reciprocal relationship between job and life domains. Further, results concerning estimates of structural parameters were consistent across analysis techniques. Some comparisons and cautionary remarks regarding the use of both techniques are presented. The interrelationship of job satisfaction and life satisfaction has long been an area of concern in the literature on job attitudes (for reviews see Kabanoff, 1980; Near, Rice, & Hunt, 1980; Rice, Near, & Hunt, 1980). For the most part, the nature of the relationship between job and life satisfaction has been portrayed in terms of three rival hypotheses: (a) that there is a positive relationship; (b) that there is a negative relationship; and (c) that there is no relationship. The first hypothesis (known as the generalized or spillover model) suggests that satisfaction in one domain of a person's life spills over into other areas. Thus, for example, workers who experience discontentment in their work do not compensate for this lack of psychological gratification by finding satisfaction in other aspects of their life, but rather are more likely to experience a greater incidence of unhappiness in nonwork activities. The spillover model suggests that the causal flow is either from job to life satisfaction or from life to job satisfaction, but not both simultaneously. In contrast, the second hypothesis (known as the compensation model) argues that individuals who have jobs deficient in need fulfillment will compensate for this deficiency by seeking out challenging and interesting nonwork activi

Social support and managerial affective responses to job stress

Abstract: SUMMARY This research examines the moderating or buffering effects of two social support variables-support from the work group and from the supervisor-on the relationships of role conflict and ambiguity to intrinsic job satisfaction, job involvement and job anxiety. Data were collected from a sample of 89 middle-lower managerial personnel in a large, heavy equipment manufacturing firm in the Midwest. The moderated regression technique was used in data analysis. Significant interactions were obtained between the role variables and both social support variables. The results were in the predicted direction for positive work outcomes (i.e. job satisfaction and involvement) and contrary to prediction for negative work outcome (i.e. job anxiety). Implications of the findings for future research, the management of stress and leadership behaviour are discussed.

Background, Personality, Job Characteristics, and Satisfaction with Work in a National Sample

Abstract: The impact on job satisfaction of job attributes, biographic characteristics, and personality is examined. Data from a 1977 national survey of 3288 adult Canadians revealed that personality and job characteristics have strong, independent associations with a multidimensional job satisfaction index. Personal alienation and internal-external control had sizable correlations with the index when job characteristics and personal background were controlled. All variables considered together account for 30% of the variance in job satisfaction. The reciprocal nature of cause and effect in the association between personality and job satisfaction is discussed in light of other recent analyses of panel data on response to work.

Job satisfaction as mediated by the value congruity of supervisors and their subordinates.

Abstract: SUMMARY This study represents an attempt to individualize values and job satisfaction. Using a specifically designed Value Scale and the J.D.I., a sample of 48 supervisors and 337 subordinates in six production organizations was investigated. It was found that those subordinates who indicate high job satisfaction tend to have value structures more similar to their superiors than do subordinates who evidence lower satisfaction. The implications of this value homogeneity within work groups were advanced and further research suggested. This thrust toward individualization-not just the generalized employee but 'each employee' with his/her own personality and range of expectations-proposes that job satisfaction is a function of the extent to which a worker feels that 'needs' are fulfilled by his job (Possick, 1969). Some of the more prominent theorists in organizational psychology hold that the fulfillment of ego or higher order needs such as the needs for achievement, status, and self-actualization relate to Herzberg's (Herzberg, Mausner, and Syderman, 1959; Possick, 1969) intrinsic factors and thus to job satisfaction. Thus, the attainment of such higher order needs is the means whereby individuals achieve job satisfaction. Locke's (1976) review of a number of job satisfaction constructs suggests that 'job satisfaction results from the perception that one's job fulfills or allows the fulfillment of one's important job values, providing and to the degree that those values are congruent with one's needs' (p.1307). Research examining the relationship between higher-order need fulfillment and job satisfaction indicates that certain factors (e.g. recognition, safety, salary) are vital to job satisfaction and human needs. However, these factors are dealt with on the whole (i.e. group) and not on an individual basis (Carroll, 1973). Thus, the posited existence of each factor is an average of many individuals. It is important to

Human Needs and Job Satisfaction: A Multidimensional Approach

Abstract: Francophone (n = 90) and Anglophone (n = 106) managers for a national consumer lending company in Canada responded to measures of human needs (Personality Research Form) and Job Satisfaction (Job Descriptive Index). Needs are transformed to remove multicollinearity and a multivariate model developed to account for variation in job satisfaction. A considerable amount of the variance in job satisfaction is accounted for by human needs that are highly independent of social desirability responding. There are differences in the explanatory variables of the two samples. Implications regarding job redesign are discussed. In particular, the normative orientation in the literature regarding appropriate needs for organizational research is questioned, and the importance of considering the multidimensional nature of need structure is stressed.

Job Redesign: A Study of the Role of Context Variables and Growth Needs

Abstract: Summary.-A contemporary model of increasing employee motivation and satisfaction through job redesign projects is examined through a study of medical technicians. Results indicate that the common use of aggregate measures masks important relationships between the core dimensions and employees' satisfaction and motivation. Job redesign is receiving increasing attention as a strategy for improving the quality of work life of employees. An important approach to job redesign is based on the work set forth by Hackman and Oldham (1976). In brief, the HadrmanOldham model is concerned with the relationship of five core dimensions (indicative of the degree of job enrichment) to three outcome variables: general satisfaction, internal work motivation, and growth satisfaction. The role of a number of variables which modify this basic relationship between the job dimensions and outcome variables are included in the model. These modifiers include context variables (job security, pay, supervision, co-workers), and the individuals' growth needs. Most of the work to date has focused on the relationship of the core dimensions to the three outcomes, and the modifying role of growth needs. This paper reports findings pertaining to the job of Medical Technician in terms of the relationship of the job dimensions to the outcome variables in both their aggregate and individual relationships, and the modifying role of both context and growth need variables. The sample is the medical technician staffs for two suburban hospitals which included 44 technicians, responsible for performing laboratory analyses. The position requires knowledge of hematology, microbiology, and chemistry. Aside from the analysis, the departments are responsible for maintaining stria procedures for quality control, required by government regulations. Dan were collected with the Job Diagnostic Survey (Hackman & Oldham, 1975), which provides measures of the five core job dimensions, the context variables, and the three affective outcomes as well as the individual's growth need strength. Pearson correlations were used to assess the relationships of the core dimensions to the outcome variables. Partial correlations determined the moderating effect of the context variables and the growth needs. The aggregate score has significant (p = .05) positive relationships with two of the three-outcomes: growth satisfaction (r = .50) and general satisfaction (r = .34), but not between the aggregate and internal work motivation (r = .05).