About: Job attitude is a(n) research topic. Over the lifetime, 15268 publication(s) have been published within this topic receiving 668786 citation(s).
Papers published on a yearly basis
01 Jan 1976
TL;DR: Results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.
Abstract: The job demands-resources (JD-R) model proposes that working conditions can be categorized into 2 broad categories, job demands and job resources. that are differentially related to specific outcomes. A series of LISREL analyses using self-reports as well as observer ratings of the working conditions provided strong evidence for the JD-R model: Job demands are primarily related to the exhaustion component of burnout, whereas (lack of) job resources are primarily related to disengagement. Highly similar patterns were observed in each of 3 occupational groups: human services, industry, and transport (total N = 374). In addition, results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.
01 Jan 1959
TL;DR: Motivation and performance are not merely dependent upon environmental needs and external rewards as discussed by the authors, but instead, satisfaction came most often from factors intrinsic to work: achievements, job recognition, and work that was challenging, interesting, and responsible.
Abstract: Quality work that fosters job satisfaction and health enjoys top priority in industry all over the world. This was not always so. Until recently analysis of job attitudes focused primarily on human relations problems within organizations. While American industry was trying to solve the unsolvable problem of avoiding interpersonal dissatisfaction, problems with the potential for solution, such as training and quality production, were ignored. When first published, 'The Motivation to Work' challenged the received wisdom by showing that worker fulfillment came from achievement and growth within the job itself. In his new introduction, Herzberg examines thirty years of motivational research in job-related areas. Based on workers' accounts of real events that have made them feel good or bad on the job, the findings of Herzberg and his colleagues have stimulated research and controversy that continue to the present day. The authors surprisingly found that while a poor work environment generated discontent, improved conditions seldom brought about improved attitudes. Instead, satisfaction came most often from factors intrinsic to work: achievements, job recognition, and work that was challenging, interesting, and responsible. The evidence marshaled by this volume called into question many previous assumptions about job satisfaction and worker motivation. Feelings about intrinsic and extrinsic factors could not be validly averaged on a single scale of measurement. Motivation and performance are not merely dependent upon environmental needs and external rewards. Frederick Herzberg and his staff based their motivation-hygiene theory on a variety of human needs and applied it to a strategy of job enrichment that has widely influenced motivation and job design strategies. 'Motivation to Work' is a landmark volume that is of enduring interest to sociologists, psychologists, labor studies specialists, and organization analysts.
TL;DR: In this paper, a study of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees, was reported.
Abstract: : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)
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