Showing papers on "Job attitude published in 1995"

A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior

Abstract: A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB). The relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups. Other attitudinal measures (perceived fairness, organizational commitment, leader supportiveness) correlate with OCB at roughly the same level as satisfaction. Dispositional measures do not correlate nearly as well with OCB (with the exception of conscientiousness). The most notable moderator of these correlations appears to be the use of self- versus other-rating of OCB; self-ratings are associated with higher correlations, suggesting spurious inflation due to common method variance, and much greater variance in correlation. Differences in subject groups and work settings do not account for much variance in the relationships. Implications are noted for theory, practice, and strategies for future research on OCB.

Industrial and Organizational Psychology: Research and Practice

Abstract: PART I: INTRODUCTION. CHAPTER 1: INTRODUCTION. CHAPTER 2: RESEARCH METHODS IN I/O PSYCHOLOGY. Research Questions. Important Research Design Concepts. Variables. Research Setting. Generalizability. Control. Random Assignment and Random Selection. Confounding. Research Designs. The Experiment. Survey Designs. Observational Designs. Measurement. Classical Measurement Theory. Reliability. Validity. Statistics. Descriptive Statistics. Inferential Statistics. Meta-Analysis. Mediator and Moderator Variables. Ethics of Research. Chapter Summary. Learning by Doing. PART II: ASSESSMENT OF JOBS, PERFORMANCE, AND PEOPLE. CHAPTER 3: JOB ANALYSIS. What Is Job Analysis? The Job-Oriented Approach. The Person-Oriented Approach. Purposes of Job Analysis. Career Development and Vocational Counseling. Legal Issues. Performance Appraisal. Selection. Training. Research. Vocational Counseling. How Job Analysis Information Is Collected. Who Provides the Information? Approaches To Collecting Job Analysis Information. Methods of Job Analysis. Job Components Inventory. Functional Job Analysis. Position Analysis Questionnaire. Task Inventories. Choosing a Job Analysis Method. Job Analysis Methods For Work Teams. Reliability and Validity of Job Analysis Information. Reliability. Validity. Job Evaluation. Comparable Worth. Chapter Summary. I/O Psychology in Practice. Learning by Doing. CHAPTER 4: PERFORMANCE APPRAISAL. Why Do We Appraise Employees? Administrative Decisions. Employee Development and Feedback. Criteria for Research. Performance Criteria. Characteristics of Criteria. Criterion Complexity. Dynamic Criteria. Contextual Performance. Methods for Assessing Job Performance. Objective Measures of Job Performance. Subjective Measures of Job Performance. The Impact of Technology on Performance Appraisal. Legal Issues in Performance Appraisal. Chapter Summary. I/O Psychology in Practice. CHAPTER 5: ASSESSMENT METHODS FOR SELECTION AND PLACEMENT. Job-Related Characteristics. Psychological Tests. Characteristics of Tests. Ability Tests. Knowledge and Skill Tests. Personality Tests. Emotional Intelligence Tests. Integrity Tests. Vocational Interest Tests. Drug Testing. Biographical Information. Interviews. Work Samples. Assessment Centers. Electronic Assessment. Electronic Administration of Psychological Tests. Computer Adaptive Testing. Chapter Summary. I/O Psychology in Practice. Learning by Doing. PART III: selecting and training employees. CHAPTER 6: SELECTING EMPLOYEES. The Planning of Human Resource Needs. Recruiting Applicants. Selecting Employees. How Do Organizations Select Employees? Conducting a Validation Study. Validity Generalization. How Predictor Information Is Used for Selection. Getting Applicants to Accept and Keep Job Offers. The Utility of Scientific Selection. How Valid Selection Devices Work. Computing the Utility of Scientific Selection. International Differences in Selection Practices. Legal Issues. Legal Selection in the United States. Legal Selection Outside the United States. Chapter Summary. I/O Psychology in Practice. Learning by Doing. CHAPTER 7: TRAINING. Needs Assessment. Objectives. Training Design. Trainee Characteristics. Design Factors That Affect Transfer of Training. Work Environment. Training Methods. Delivery of a Training Program. Evaluation of a Training Program. Set Criteria. Choose Design. Choose Measures of the Criteria. Collect Data. Analyze and Interpret Data. Chapter Summary. I/O Psychology in Practice. Learning by Doing. PART IV: THE INDIVIDUAL AND THE ORGANIZATION. CHAPTER 8: THEORIES OF EMPLOYEE MOTIVATION. What Is Motivation? Work Motivation Theories. Need Theories. Need Hierarchy Theory. Two-Factor Theory. Reinforcement Theory. Expectancy Theory. Self-Efficacy Theory. Justice Theories. Goal-Setting Theory. Control Theory. Action Theory. Chapter Summary. I/O Psychology in Practice. Learning by Doing. CHAPTER 9: FEELINGS ABOUT WORK: JOB ATTITUDES AND EMOTIONS. The Nature of Job Satisfaction. How People Feel About Their Jobs. The Assessment of Job Satisfaction. Job Descriptive Index (JDI). Minnesota Satisfaction Questionnaire (MSQ). Job in General Scale (JIG). Is Global Satisfaction the Sum of Facets? Antecedents of Job Satisfaction. Environmental Antecedents of Job Satisfaction. Personal Antecedents of Job Satisfaction. Person-Job Fit. Potential Effects of Job Satisfaction. Organizational Commitment. Assessment of Organizational Commitment. Organizational Commitment and Other Variables. Emotions at Work. Chapter Summary. I/O Psychology in Practice. Learning by Doing. CHAPTER 10: PRODUCTIVE AND COUNTERPRODUCTIVE EMPLOYEE BEHAVIOR. Productive Behavior: Task Performance. Ability and Performance. Motivation and Performance. Personal Characteristics and Performance. Environmental Conditions and Task Performance. Organizational Constraints. Organizational Citizenship Behavior (OCB). Counterproductive Work Behavior: Withdrawal. Absence. Lateness. Turnover. Counterproductive Work Behavior: Aggression, Sabotage, and Theft. Labor Unrest and Strikes. Chapter Summary. I/O Psychology in Practice. Learning by Doing. CHAPTER 11: OCCUPATIONAL HEALTH PSYCHOLOGY. Occupational Health and Safety. Accidents and Safety. Infectious Disease. Loud Noise. Musculo-Skeletal Disorders (MSD). Harmful Substance Exposure. Workplace Violence. Work Schedules. Night Shifts. Long Shifts. Flexible Work Schedules. Occupational Stress. The Occupational Stress Process. Job Stressors. Work-Family Conflict. Burnout. Chapter Summary. I/O Psychology in Practice. Learning by Doing. PART V: THE SOCIAL CONTEXT OF WORK. CHAPTER 12: WORK GROUPS AND WORK TEAMS. Work Groups Versus Work Teams. Virtual Teams. Important Group Concepts. Roles. Norms. Group Cohesiveness. Process Loss. Team Commitment. Team Mental Model. Group and Team Performance. Performance in the Presence of Others. Group Versus Individual Performance on Additive Tasks. Brainstorming. Group Problem Solving. Group Decision Making. Team Innovation. Team KSAOs. Group Diversity. Interventions with Work Groups in Organizations. Autonomous Work Groups. Quality Circles. Team Building. Chapter Summary. I/O Psychology in Practice. CHAPTER 13: LEADERSHIP AND POWER IN ORGANIZATIONS. What Is Leadership? Sources of Influence and Power. French and Raven's (1959) Bases of Power. Yuk's (1989) Sources of Political Power. Political Skill. Abuse of Supervisory Power: Sexual and Ethnic Harassment. Approaches to the Understanding of Leadership. The Trait Approach. The Leader Behavior Approach. Fiedler's Contingency Theory. Path-Goal Theory. Leader-Member Exchange (LMX) Theory. Transformational Leadership Theory. Vroom-Yetton Model. Women in Leadership Positions. Gender and Leadership Style. Cross-Cultural Issues In Leadership. Chapter Summary. I/O Psychology in Practice. Learning by Doing. CHAPTER 14: ORGANIZATIONAL DEVELOPMENT AND THEORY. Organizational Development. Employee Acceptance of Change. Management by Objectives. Survey Feedback. Team Building. T-Group. Effectiveness of OD. Organizational Theories. Bureaucracy. Theory X/Theory Y. Open System Theory. Sociotechnical Systems Theory. Comparison of the Theories. Chapter Summary. I/O Psychology in Practice. Learning by Doing. Appendix. References. Glossary. Name Index. Subject Index.

The relationship between work experience and job performance: a conceptual and meta‐analytic review

Abstract: A gap in the conceptual development of the work experience construct was addressed by creating a framework specifying two dimensions along which work experience measures can vary The dimensions of measurement mode (amount, time, and type) and level of specificity (task, job, organizational) formed nine separate categories of measures of work experience The usefulness of the conceptual framework was tested by conducting a meta-analytic review of the existing literature on work experience using the dimensions in the framework as potential moderators of the experience-performance relationship Results of the meta-analysis (N= 25,911; K= 44) revealed an estimated population correlation of 27 between experience and performance after correcting for sampling error and criterion unreliability In addition, the results showed that amount (Mp= 43) and task-level (Mp= 41) measures of work experience had the highest correlations with measures of job performance In addition, work experience had the highest correlations with hard (eg work samples) as opposed to soft (eg ratings) measures of job performance (Mp= 39 vs Mp= 24) Implications and directions for future research are discussed

Job satisfaction and turnover among nurses: integrating research findings across studies.

Abstract: A meta-analytic study investigated the causal relationships among job satisfaction, behavioral intentions, and nurse turnover behavior. A theoretical model was proposed in which behavioral intentions were viewed as a direct antecedent to turnover behavior. Job satisfaction was expected to be indirectly related to turnover by virtue of the mediating role of behavioral intentions. Consistent with these expectations, a strong positive relationship was indicated between behavioral intentions and turnover; a strong negative relationship between job satisfaction and behavioral intentions; and a small negative relationship between job satisfaction and turnover. The results of the modifier analysis suggested that effect sizes are fairly robust to differences in study designs, response rates, and methods of measuring job satisfaction, but the manner in which behavioral intentions were operationalized appeared to moderate the relationship between behavioral intentions and turnover and job satisfaction. Of variables related to nursing job satisfaction, work content and work environment had a stronger relationship with job satisfaction than economic or individual difference variables.

The effects of job insecurity on psychological health and withdrawal: A longitudinal study

Abstract: This paper reports on a repeated measures study of job insecurity conducted during drastic organisational change in one of Australia's large public transport organisations. In a redundant group (n ...

Job scope and stress: Can job scope be too high?

Abstract: This study examined relationships among job scope, perceived fit between job demands and ability, and stress. Data on scope and stress were provided by 418 full-time employees. Ratings of job complexity from the Dictionary of Occupational Titles (DOT) and the Occupational Prestige Index (OP) also measured job scope. All three job scope measures had a U-shaped curvilinear relationship with emotional exhaustion. Anxiety had a negative association with incumbent-reported job scope but none with the DOT and OP measures. Perceived demands-ability fit moderated the relationship between the DOT and OP measures and stress. People with complex jobs who perceived fit experienced less exhaustion and anxiety than those perceiving misfit. In research on job design, leading thinkers have viewed high job scope as functional for organizations and their members. Hackman and Oldham's job characteristics model (1976, 1980) exemplifies this view. Although the magnitude of the motivating potential inherent in job scope

Organizational Risk Factors for Job Stress

Abstract: Job stress and stress-related illness have reached epidemic proportions in the US and are a major concern for employer and employee alike. This edited book presents the latest research on how the structure of the organisation and attributes of the job contribute to or ameliorate stress. Major themes examined by the contributing authors include the importance of organisational culture and climate, the nature of job stress and burnout, the issue of electronic performance monitoring, the impact of particular kinds of high-risk occupations, and new methodological developments that are improving research design.

Job Satisfaction and Turnover Among Nurses: Integrating Research Findings Across Studies

Abstract: A meta-analytic study investigated the causal relationships among job satisfaction, behavioral intentions, and nurse turnover behavior. A theoretical model was proposed in which behavioral intentions were viewed as a direct antecedent to turnover behavior. Job satisfaction was expected to be indirectly related to turnover by virtue of the mediating role of behavioral intentions. Consistent with these expectations, a strong positive relationship was indicated between behavioral intentions and turnover; a strong negative relationship between job satisfaction and behavioral intentions; and a small negative relationship between job satisfaction and turnover. The results of the modifier analysis suggested that effect sizes are fairly robust to differences in study designs, response rates, and methods of measuring job satisfaction, but the manner in which behavioral intentions were operationalized appeared to moderate the relationship between behavioral intentions and turnover and job satisfaction. Of variables related to nursing job satisfaction, work content and work environment had a stronger relationship with job satisfaction than economic or individual difference variables.

Burnout, self- and supervisor-rated job performance, and absenteeism among nurses.

Abstract: This study examined how job stress and work support predict the experience of burnout and how burnout is related to absenteeism and job performance in a sample of 73 registered nurses. The current study expanded on previous findings by including supervisor ratings of performance and employee records of absenteeism in addition to self-report measures. It also examined the extent to which burnout may mediate the relationships of job stress and social support with these performance indicators. Analyses indicated that levels of work support and job stress were both significant predictors of burnout. Additionally, higher burnout levels were significantly associated with poorer self-rated and supervisor-rated job performance, more sick leave, and more reported absences for mental health reasons. Finally, further analyses suggest that level of burnout served as a mediator of the relationships between social support and self-rated job performance, absences for mental health reasons, and intentions to quit. The findings suggest that burnout not only may negatively impact healthcare providers, but also may influence objective absenteeism and supervisor perceptions of employee performance.

Job stressors, job involvement and employee health: A test of identity theory

Abstract: Identity theory postulates that the psychological importance or salience of the job role may intensify relationships between job stressors and employee health. Therefore, this study tested the moderating influence of job involvement on the relationships of work pressure, lack of autonomy, and role ambiguity to depression, physical health, and heavy alcohol use. Data were obtained through household interviews with a randomly selected community sample of 795 employed adults. Moderator regression analyses provided limited support for the stress-exacerbating influence of job involvement. Of nine interactions tested, three were significant. Specifically, high levels of job involvement exacerbated the relationships between role ambiguity and physical health, role ambiguity and heavy alcohol use, and work pressure and heavy alcohol use. Implications for future research are discussed.

The impact of job performance evaluations on career advancement prospects: an examination of gender differences in the IS workplace

Abstract: Despite the significant demongraphic changes in the work force projected by the year 2000 and beyound, little empirical research has been made on the obstacles faced by women in the field of computing. Since career advancement prospects are especially salient for IS employees, and IS workers are considered a distinct occupational group, it is important to understand the career advancement prospects of IS employees. This study examines the impact of gender on job performance evaluations, job performance attributions and career advancement prospects. The results show that there are no signficant gender differences in job performance ratings; however, women are perceived to have less favorable chances for promotion than men. We found that job performance ratings play an important role in influencing an individual's chances for advancement. We also found that the effect of job performance on attributions is stronger among males than females. Additionally, we found that while the effect of job performance ratings on career advancement prospects is stronger among males, the effect of attributions of career advancement prospects is stronger among females. Suggestions regarding areas for future research are offered, and implications for human resource management are identified.

Transformational leadership and job satisfaction.

Abstract: The relationship of head nurse leadership style to staff nurse job satisfaction was investigated using the leadership paradigm of transformational and transactional leadership. The Multifactor Leadership Questionnaire and the Index of Work Satisfaction were completed by 122 staff nurses employed throughout acute care community hospitals in many patient care areas. Correlations showed a significant positive relationship between those head nurses exhibiting a transformational leadership style and the job satisfaction of their staff nurses.

Relationships Among Job Involvement, Job Satisfaction, and Organizational Commitment for Nurses

Abstract: The relationships among a cluster of attitudes toward work and job were investigated using a sample of 171 nurses. The hypothesis was that involvement in work and job, commitment to the employing organization, and satisfaction with the job (overall, and with specific facets of the job) would be significantly correlated. The results showed that involvement was not related to overall satisfaction but only to two specific facets, satisfaction with work and promotion opportunities. In contrast, the degree of relationship between overall and various facets of satisfaction and commitment and between involvement and commitment was moderately high.

Gender differences in job satisfaction.

Abstract: The competing hypotheses of socialization, structural, and social role theories were used to investigate the possible existence of gender differences in job satisfaction. The hypotheses were tested in a sample of over 13,000 U.S. employees from approximately 130 organizations and divisions across a variety of industries. The organizations were clients of a North American-based management consulting company. T tests and effect sizes were calculated to test for the possible existence of group differences in job satisfaction between women and men in both clerical and managerial positions. The results indicate support for structural theory, some support for social role theory, and a lack of support for socialization theory. An important finding is that U.S. women and men in management apparently did not differ from one another in their sources of satisfaction at work.

Stress and Job Satisfaction: a study of English primary school teachers

Abstract: Using a self‐report questionnaire, a picture of the sources of stress and job satisfaction amongst a sample of 267 teachers, drawn from primary schools in the North and Eastern regions of England, is established. Teachers scored the frequency and intensity of 18 items on a stress scale. A principal components analysis was carried out and three factors were identified: professional concerns, pupil behaviour and attitude and professional tasks. The strongest correlations were found between professional concerns and occupational stress. Biographical factors were examined and significant differences were found between men and women, and teachers of different ages and length of teaching experience. Men reported more stress than women on professional tasks and pupil behaviour and attitude. Women scored higher than men on professional concerns. Just over one‐third of teachers were satisfied with their job. When specific facets of job satisfaction were examined, teachers were most satisfied with their pr...

Role of ability and prior knowledge in complex training performance.

Abstract: A causal model of the role of general cognitive ability and prior job knowledge in subsequent job-knowledge acquisition and work-sample performance during training was developed. Participants were 3,428 U.S. Air Force officers in pilot training. The measures of ability and prior job knowledge came from the Air Force Officer Qualifying Test. The measures of job knowledge acquired during training were derived from classroom grades. Work-sample measures came from check flight ratings. The causal model showed that ability directly influenced the acquisition of job knowledge. General cognitive ability influenced work samples through job knowledge. Prior job knowledge had almost no influence on subsequent job knowledge but directly influenced the early work sample. Early training job knowledge influenced subsequent job knowledge and work-sample performance. Finally, early work-sample performance strongly influenced subsequent work-sample performance.

The Quality of Friendships at Work and Job Satisfaction

Abstract: The study examines the relationship between quality of a friendship at work and job satisfaction. Faculty and staff (N = 722) at two universities completed measures of the qualities of their best friendship at work and of job satisfaction. Multiple regressions for faculty and staff and for subjects whose best friend was a peer, supervisor or subordinate revealed that the quality of one's best friendship in the workplace is predictive of job satisfaction. A negative aspect of friendship, maintenance difficulty, was related to lower satisfaction for staff (but not faculty) and for workers whose best friend at work was a peer or supervisor. Wishing to spend free time with a best friend at work (voluntary interdependence) and an exchange orientation toward the friend were also negatively related to aspects of job satisfaction. The relationships between feelings about one's best friend at work and feelings about one's job are discussed.

Job Satisfaction, Productivity, and Organizational Commitment: The Result of Leadership

Abstract: When healthcare managers use certain leadership behaviors, does it really make a difference in employee outcomes? Is there an impact on job satisfaction, productivity, and organizational commitment? The author compares the findings in two research studies conducted in different hospital settings. She then describes practical application of the findings for the nursing administrator.

Employee success prediction system

Abstract: A system for predicting potential of success of an individual for a particular job or task. Behavioral and values information is derived from the individual. This information is then analyzed and compared against standards for behavior and values previously calculated for the specific job. An evaluation can then be made of the applicant's responses to the standards to predict success of a perspective employee for the particular job, or to attempt to improve performance of a current employee for a specific job.

The relationship between job experiences and psychological distress: A structural equation approach

Abstract: Using structural equations, we estimated the relationship between employees' experiences of seven job conditions, that have been identified as potential job stressors, and psychological distress in a random sample of 504 full-time employed men and women in dual-earner couples. The seven job conditions were: skill discretion, decision authority, schedule control, job demands, pay adequacy, job security, and relations with supervisor. We found that two job conditions — skill discretion and job demands — were related to psychological distress, whereas five other conditions were not. These findings lend partial support to Karasek's job demand — job control model. In our analysis, skill discretion, one of the two components of job control (referred to jointly as decision latitude) was related to distress, however, decision authority, the second component, was not. A third aspect of control, schedule control, was also unrelated to distress. For full-time employed women and men in dual-earner couples, the additive effects of feeling concerned about having to do dull, monotonous work and having to work under pressure of time and conflicting demands were associated with psychological distress. Finally, the magnitude of the relationships between these job experiences and psychological distress did not differ between men and women.

Job Satisfaction, Mental Health, and Occupational Stress Among Senior Civil Servants

Abstract: This study found that senior U.K. civil servants were significantly more job dissatisfied and displayed more mental and physical ill health than their private sector counterparts. The main sources of stress were "factors intrinsic to the job" such as poorer comparative pay and working conditions, and a strong feeling of possessing little control over their job and their organization. These results are fully discussed.

Understanding employee commitment in the public organization: a study of the juvenile detention center

Abstract: This study examined the relationship between organizational commitment and several personal, role, professional, job and organizational factors among juvenile detention workers. The study revealed that (1) commitment is significantly correlated to role ambiguity, supervisor trust, rile matment-oriented attitude toward the detainee, job satisfaction, job involvement, and organizational trust, and (2) organizational trust, the treatment attitude. role ambiguity, and job involvement are major predictors of employee commitment to the detention center. Implications concerning the results of this study are discussed.

Staff nurses' career development relationships and self-reports of professionalism, job satisfaction, and intent to stay.

Abstract: The purpose of this study was to investigate the range of career development relationships (CDRs) experienced by staff nurses in relation to the outcomes of professionalism, job satisfaction, and intent to stay. A sample of 390 Army staff nurses completed questionnaires measuring five CDRs--precepting, peer-strategizing, coaching, sponsoring, and mentoring--and the outcome variables. Findings indicated that 61% of the sample experienced a CDR, with the predominant CDR being coaching. No CDR affected professionalism; however, job satisfaction and intent to stay may warrant further investigation in relation to CDRs. The findings suggest that if nurses perceived that an interest was taken in their career development, and felt valued by the developer, then usually staff nurses viewed the relationship as professionally important. The perception of importance often influenced intent to stay in a positive direction.

Fitting In or Making Jobs Fit: Factors Affecting Mode of Adjustment for New Hires

Abstract: This study tested a theoretical framework of work role transitions by examining the impact of individual factors (personal need for control and need for feedback), job factors (job discretion and job novelty), and organizational factors (organizational socialization tactics) on two modes of adjustment for new hires. In this study, need for control and need for feedback had a significant impact on self change as a mode of adjustment but not on job change. Job novelty and job discretion had little impact on either mode of adjustment. Investiture-divestiture organizational socialization tactics had a significant impact on self change as a mode of adjustment and fixed-variable socialization tactics had a significant impact on changing ones' job as a mode of adjustment. In general, the results of this study suggest that variables hypothesized by past theoretical work may only be moderate predictors of changing self or job as modes of adjustment for new hires.

Factors Contributing to Job Satisfaction in Higher Education

Abstract: Introduction The extensive research that has been done on levels of job satisfaction may have distinctive applications to academic faculty. This is especially true when the separation between satisfaction and dissatisfaction is viewed in relation to the intrinsic and extrinsic characteristics of academic employment. In his well known motivational model, Herzberg (1987) makes some basic distinctions between intrinsic and extrinsic factors. The differentiations are founded on needs related to prime human characteristics, the ability to achieve and through that achievement to experience psychological growth. The dual factors arise from alternate needs that spring from basic animal nature, a drive to avoid pain from the environment and all the learned drives that are built on those basic needs. For example, an extrinsic factor, the drive to earn a good salary, is built upon the basic need of hunger. However, intrinsic factors such as responsibility and the satisfaction with work itself arise from the human ability to personally advance and grow. In the educational setting, intrinsic factors involve a direct link between faculty and their day to day routine, the actual performance of the job itself. "Intrinsic to the job are: the work itself, responsibility, and growth or achievement (Herzberg, 1987)." Herzberg's extrinsic or dissatisfaction-avoidance factors include organizational policy, status, pay, benefits, and overall work conditions. These factors comprise the background of one's work, the environment setting. Extrinsic factors less immediately affect the day to day job but are always in the background. As discovered by Rosenfeld and Zdep (1971), not all aspects of a job environment can be classified exclusively as intrinsic or extrinsic. They asked six industrial psychology professors to classify criterion items as being clearly intrinsic or extrinsic. Although there was agreement by all psychologist, on several items as being clearly intrinsic or extrinsic, many items were also classified as "neutral". Reflecting this finding, a new category of variables called "neutral" variables may be defined which reflect both the content and context of the job. In the setting of higher education, an example of a "neutral" variable would be the ability to influence institutional policy, since such influence would relate not only to intrinsic job aspects such as the type of student admitted to the institution, but also to extrinsic job aspects such as the number of classes taught by each instructor. Traditionally, a single scale has been used to measure both job satisfaction and job dissatisfaction. Usually, the high end of the scale measures complete satisfaction while the low end assesses complete dissatisfaction. A value in between suggests a level of less than complete satisfaction or dissatisfaction. This type of measure is a reflection of the prevailing view that job satisfaction and dissatisfaction are determined by the same group of factors. There is a vast literature in identifying these underlying factors. Some suggest that intrinsic rewards such as professional interest, job responsibility, psychological recognition, career advancement, skill utilization and development, enjoyment of work, and autonomy in decisionmaking are important determinants of both job satisfaction and dissatisfaction (Hanson, Martin, and Tuch, 1987; Kalleberg, 1977; Mortimer, 1979; Seybolt, 1976). Other researchers suggest that extrinsic rewards and factors such as monetary income, fringe benefits, job security, administrative policy, company reputation, job supervision, working conditions, and relationships with peers and management play a critical role in determining job satisfaction (Gruenburg, 1980; Seybolt, 1976). There is also evidence that both intrinsic and extrinsic factors are heavily influenced by the socio-demographic background of the worker (Glenn and Weaver, 1982; Gruenberg, 1980; Kalleberg, 1977; Kalleberg and Loscocco, 1983; Martin and Hanson, 1985; Martin and Shehan, 1989). …

A task‐level assessment of job satisfaction

Abstract: Summary Research on job satisfaction traditionally has gathered data at the level of the overall job. But ajob consists of many distinct tasks-some of which may be enjoyable, complex, and important, and some not. Job satisfaction research so far has not assessed affective or motivational properties of individual tasks; therefore, it is not known how experiences with individual tasks contribute to global job satisfaction. To address that question, a task analysis technique was developed and used to gather detailed descriptions of the time-allocation, importance, autonomy, attention demands, complexity, and enjoyment of each individual task performed by 573 employees on a diverse sample of jobs. The task-level data allowed the examination of relationships between task experiences on the one hand, and both global and facet measures of job satisfaction on the other. Results suggested that task-level measurement assessed different psychological processes than those assessed by traditional global and facet measures. Global and facet measures of job satisfaction were found to be consistent with, but only partially predictable from, individual task properties. Task analysis is a cumbersome process; nevertheless, by complementing traditional, global measurement procedures, task-level assessment may facilitate new research into the nature of job satisfaction.

Quality management and job satisfaction: an empirical study

Abstract: Reports on the results of a survey of 220 front‐line supervisors in Hong Kong using the job descriptive index (JDI) to investigate the perceived impact of total quality management (TQM) programmes on job satisfaction. Shows that the respondents were much less satisfied with the work dimension than with other JDI dimensions such as supervision and co‐workers. TQM programmes seemed to have no impact on pay and promotion. The respondents perceived that the TQM programmes had led to a variety of changes which made their jobs more demanding, requiring greater individual skill and accuracy, but did not make their jobs more interesting and important. Discusses significance of these findings in the context of the need to provide employee satisfaction in total quality management.