Showing papers on "Job attitude published in 1973"
TL;DR: The effects of organizational climate on job performance and satisfaction as well as the effects of interactions between climate and individual needs on performance as discussed by the authors have been examined for 76 managers from two organizations and it was found that climate was influenced by both the overall organization and by subunits within the organization.
612 citations
01 Jul 1973
Abstract: 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)
497 citations
TL;DR: In this paper, the authors found that expectancy attitudes were significantly related to some measures of effort and performance, such as ability and role perception, and this led to a significant multiple correlation with performance.
327 citations
TL;DR: In this article, a field experiment was conducted in a telephone company to assess the effects of a realistic job preview vs an unrealistic (i.e., "traditional" or "traditional") preview.
Abstract: A field experiment was conducted in a telephone company to assess the effects of a realistic job preview vs an unrealistic (i.e., “traditional”) preview. Of 80 newly hired female telephone operators, those who saw a realistic job preview film subsequently had more realistic job expectations, fewer t
266 citations
TL;DR: In this article, a study of the relationship of the received role (that is, a person's perceptions of what other organization members expect of him) to satisfaction with one's job presents four plausible models based on four variables: role accuracy, compliance, performance evaluation, satisfaction.
Abstract: This study of the relationship of the received role (that is, a person's perceptions of what other organization members expect of him) to satisfaction with one's job presents four plausible models based on four variables: role accuracy, compliance, performance evaluation, satisfaction. These models are evaluated by the Simon-Blalock technique according to how well they fit correlational data from a field study. Compliance and performance evaluation are shown to be important variables mediating the relationship between role accuracy and satisfaction. A revised model is presented that treats rewards and performance separately.'
168 citations
TL;DR: This paper investigated the relationship between participation in decision-making and job involvement for subsamples of employees from six manufacturing organizations and found that job involvement was significantly correlated with personal background, personal background and job behavior.
146 citations
137 citations
TL;DR: In this article, the authors investigated the moderating effects of individual values on the relationships between participation in decision making and job attitudes for a sample of 2,755 employees from six manufacturing organizations.
Abstract: Support for this research was provided by the Scanlon Plan Associates. The authors are indebted to Dr. Carl Frost who directed the collection of the data and Dr. Frank Schmidt for his help and consideration with the study. The moderating effects of individual values on the relationships between participation in decision making and job attitudes were investigated for a sample of 2,755 employees from six manufacturing organizations. The correlations between participation in decision making and job attitudes were consistently positive and significant for the total sample and within the different value subgroups. No support was obtained for the hypothesized moderating effects of values on the relationships between participation and job attitudes. Possible methodological weaknesses are discussed, as well as the implication of these and other negative findings on generalizing about individual differences moderating this relationship.'
128 citations
TL;DR: In this paper, a model for job attitudes and job performance is proposed which hypothesizes that relationships occur in situations where job behaviors are primarily worker controlled, and data collected in two union representation elections are presented as a test of the proposition that when an employee is free of situational constraints in choosing among behavioral alternatives, his attitudes predict his performance.
125 citations
TL;DR: A telephone company project to redesign the job of directory assistance operator was studied in order to determine the effects on workers of "job enrichment" programs as mentioned in this paper, which increased the amount of variety and the decision-making autonomy in the operator's job.
Abstract: A telephone company project to redesign the job of directory assistance operator was: studied in order to determine the effects on workers of “job enrichment” programs. The change increased the amount of variety and the decisionmaking autonomy in the operator's job. However, no change in work motivation, job involvement, or growth need satisfaction occurred as a result of the changes; instead, the changes had a significant negative impact on interpersonal relationships. After the changes, the older employees reported less satisfaction with the quality of their interpersonal relationships, and those supervisors whose jobs were affected by the changes reported less job security and reduced interpersonal satisfaction. Implications of these findings for the theory of job redesign proposed by Hackman and Lawler (1971) are discussed.
125 citations
TL;DR: In this paper, data were collected from 151 part-time and full-time hospital workers to show that various groups of employees bring to their jobs different frames of reference and derive different satisfactions from their jobs.
TL;DR: In this paper, the authors present various models for measuring the effect of being overtrained, where overtraining refers to a discrepancy between a person's training and the educational requirements of his job.
Abstract: This paper presents various models for measuring the effect of being overtrained, where overtraining refers to a discrepancy between a person's training and the educational requirements of his job. The various assumptions regarding the effects of overtraining that are embodied in the different models are discussed. It is found that a simple additive model describes the effect of overtraining on job satisfaction, while a model adding interaction terms is needed to account for the effect of overtraining on job involvement.
TL;DR: This paper assessed the relationship between job satisfaction, job involvement, and marital adjustment for married female teachers and their husbands and found that teachers and husbands follow different patterns concerning the job satisfaction-marital adjustment relationship and were more than moderately successful at preventing their job involvement from interfering with their marital adjustment.
Abstract: This study attempts to assess the relationships between job satisfaction, job involvement, and marital adjustment for married female teachers and their husbands. The two major conclusions of this study were: (1) teachers and their husbands follow different patterns concerning the job satisfaction-marital adjustment relationship, and (2) teachers and their husbands were more than moderately successful at preventing their job involvement from interfering with their marital adjustment. The results suggested the continued importance of distinguishing between attitudes (job satisfaction) and behavior (job involvement) when assessing the impact of work on family life.
01 Aug 1973
TL;DR: In this paper, the relationship between job satisfaction and employee performance is investigated and it is suggested that employee performance leads to better job satisfaction, while job satisfaction is correlated with job satisfaction.
Abstract: The article reports on the relationship between job satisfaction and employee performance. The author focuses on proving that employee performance leads to ob satisfaction. It is suggested that emp...
TL;DR: In this article, a study of 103 physicians providing routine pediatric care in ambulatory clinics was conducted and the relationship between job satisfaction and performance was found to be positively associated when: (1) the physician's intrinsic job values supported patient care activities; (2) he received professional recognition from outpatient care; and (3) commitment to outpatient care arose from interest in the activity itself rather than from its value as a means to long-range career goals.
TL;DR: In this paper, female clerical workers were rated on seven dimensions of job performance using behaviorally based rating scales, these 266 subjects responded to questionnaire items concerned with their expectations dealing with (1) whether their job effort resulted in effective performance (Expectancy I), and (2) whether job performance leads to reward outcomes.
TL;DR: In this article, a semi-structured interview with twenty secondary school principals and twenty elementary school principals was conducted to determine the relevancy of the "motivation-hygiene theory" for a population of principals.
Abstract: The purpose of this study was to determine the relevancy of the "motivation-hygiene theory" for a population of principals. A semi-structured interview was used to obtain data from a sample of twenty secondary school principals and twenty elementary school principals. Results indicated that the job-related factors (motivators), achievement and recognition, were significantly mentioned in periods of principals’ job satisfactions. Five context-related factors (hygienes), interpersonal relations with subordinates, interpersonal relations with peers, interpersonal relations with supervisors, supervision-technical, and school district policy and administration were found to be significantly mentioned in periods of principals’ job satisfactions and dissatisfactions. It was concluded that some of the factors mentioned by principals as contributing to their job satisfactions and dissatisfactions were unidirectional.
TL;DR: This communication appears to have a solution to two opposing views on the relationship between job satisfaction and worker background, when background is classified as either urban or rural.
Abstract: THERE are two opposing views on the relationship between job satisfaction and worker background, when background is classified as either urban or rural. Jon Shepard reported no relationship between worker background and relative amount of job satisfaction.1 On the other hand, Charles L. Hulin and Milton R. Blood indicated that people with rural backgrounds will report relatively greater job satisfaction than people with urban backgrounds.2 This communication appears to have a solution to these opposing viewpoints. The Hulin and Blood study used plant location to determine worker background, inferring that an urban plant had urban workers and a rural plant had rural workers. Shepard used area of socialization (area where workers lived from age ten to twenty) instead of plant location in his test of the hypothesis that worker background has an effect on job satisfaction. In both studies several types
TL;DR: This descriptive study attempted to identify factors which nursing supervisors in general hospitals describe as consistently leading to job satisfaction and dissatisfaction and to assess the validity of Herzberg's motivation-hygiene theory for this population.
Abstract: This descriptive study attempted to identify factors which nursing supervisors in general hospitals describe as consistently leading to job satisfaction and dissatisfaction and to assess the validity of Herzberg's motivation-hygiene theory for this population. A semistructured interview, adapted from Herzberg, was used to collect the data. Factors most often mentioned as leading to either job satisfaction or job dissatisfaction (in descending order of frequency) were: Work Itself, Achievement, Hospital Policy and Administration, Recognition, Working Conditions, Supervision-Technical, Interpersonal Relations, Responsibility, and Possibility for Growth. Three motivators—Work Itself, Possibility for Growth, and Recognition—appeared significantly more often in stories of satisfaction; Supervision-Technical, a hygiene, was found significantly more often in dissatisfying accounts (p < .03 for all four factors). For these four factors, the validity of the motivation-hygiene theory appears to be upheld.