Showing papers on "Job attitude published in 2004"

Using the job demands-resources model to predict burnout and performance

Abstract: The job demands-resources (JD-R) model was used to examine the relationship between job characteristics, burnout, and (other-ratings of) performance (N = 146). We hypothesized that job demands (e.g., work pressure and emotional demands) would be the most important antecedents of the exhaustion component of burnout, which, in turn, would predict in-role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and social support) were hypothesized to be the most important predictors of extra-role performance, through their relationship with the disengagement component of burnout (hypothesis 2). In addition, we predicted that job resources would buffer the relationship between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively related to disengagement (hypothesis 4). The results of structural equation modeling analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes, which eventually affect organizational outcomes. © 2004 Wiley Periodicals, Inc.

Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction

Abstract: As hypothesized, data from 170 employees of a Dutch firm showed that the quality of leader-member exchange mediated positive relationships between a mastery orientation and leader-rated in-role job performance, leader-rated innovative job performance, and job satisfaction. In contrast, a performance orientation was negatively related or unrelated to those outcomes. These findings suggest that employees with stronger mastery orientations are more effective on the job because they tend to establish higher-quality exchanges with their supervisors. Important and recurring questions in organizational science are why employees perform well in their jobs and why they are satisfied with their jobs. Achievement goal theory and research suggest that

Employee attitudes and job satisfaction

Abstract: This article identifies three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular—job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. Suggestions for practitioners are provided on how to close the gaps in knowledge and for evaluating implemented practices. Future research will likely focus on greater understanding of personal characteristics, such as emotion, in defining job satisfaction and how employee attitudes influence organizational performance. © 2004 Wiley Periodicals, Inc.

The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross‐national comparison

Abstract: This study examined the effects of organisational culture and leadership styles on job satisfaction and organisational commitment in samples of Hong Kong and Australian managers. Statistically significant differences between the two samples were found for measures of innovative and supportive organizational cultures, job satisfaction and organizational commitment, with the Australian sample having higher mean scores on all these variables. However, differences between the two samples for job satisfaction and commitment were removed after statistically controlling for organizational culture, leadership and respondents' demographic characteristics. For the combined samples, innovative and supportive cultures, and a consideration leadership style, had positive effects on both job satisfaction and commitment, with the effects of an innovative culture on satisfaction and commitment, and the effect of a consideration leadership style on commitment, being stronger in the Australian sample. Also, an “initiating Structure” leadership style had a negative effect on job satisfaction for the combined sample. Participants' level of education was found to have a slight negative effect on satisfaction, and a slight positive effect on commitment. National culture was found to moderate the effect of respondents' age on satisfaction, with the effect being more positive amongst Hong Kong managers.

Internal Benefits of Service-Worker Customer Orientation: Job Satisfaction, Commitment, and Organizational Citizenship Behaviors

Abstract: Implementation of the marketing concept in service firms is accomplished through individual service employees and their interactions with customers. Although prior research has established a link between service-worker customer orientation and performance outcomes, little research has addressed other potentially important outcomes of customer orientation. Drawing from the literature on person‐situation interaction and fit theory, the authors develop and test a model that explains how service-worker customer orientation affects several important job responses, including perceived job fit, job satisfaction, commitment to the firm, and organizational citizenship behaviors. Across three field studies in two distinct services industries, the results indicate that the positive influence of customer orientation on certain job responses is stronger for service workers who spend more time in direct contact with customers than for workers who spend less time with customers. The authors discuss the implications of the results for services marketing managers and researchers.

How can managers reduce employee intention to quit

Abstract: This paper reports on an investigation of the variables that may be predictive of intentions to leave a job, and tests a model that includes mediating variables. A total of 173 retail salespeople completed questionnaires measuring commitment to the organization for which they worked, job satisfaction, stress, supervisor support, locus of control, self‐esteem, the perceived stressors in the job and their intention to quit. Path analysis was used to test the relationships hypothesized in the model. The majority of hypotheses were supported, with the variables included accounting for 52 per cent of the variance in intention to quit. Emotional support from supervisors and self‐esteem mediated the impact of stressors on stress reactions, job satisfaction, commitment to the organization and intention to quit. It is suggested that to ameliorate intention to quit and in turn reduce turnover, managers need to actively monitor workloads, and the relationships between supervisors and subordinates in order to reduce and manage stress. Managers also need to monitor both the extrinsic and intrinsic sources of job satisfaction available to employees. These activities could assist in maintaining and increasing job satisfaction and commitment to the organization.

Organizational citizenship behaviours in relation to job status, job insecurity, organizational commitment and identification, job satisfaction and work values

Abstract: This study investigated organizational citizenship behaviours (OCBs) in a sample of 154 school teachers from Victoria, Australia, of whom 101 were in permanent employment and 53 on fixed-term contracts. Participants completed measures of OCBs, job insecurity, organizational commitment, organizational identification, job satisfaction and work values relating to influence, variety and skill utilization. Results showed that the contract teachers reported more job insecurity and more OCBs compared to the permanent teachers. OCBs were positively related to perceived job insecurity and negatively related to opportunities to satisfy influence and skillutilization work values for the contract teachers, and positively related to organizational commitment, organizational identification and to opportunities to satisfy variety and skill-utilization work values for the permanent teachers. Results were discussed in relation to the different functions that OCBs were assumed to serve for both groups of teachers and the possibility of conceptualizing OCBs using a motivational analysis that takes account of expectations and goal structures.

Job Stress, Job Performance, and Social Support Among Hospital Nurses

Abstract: Purpose:To investigate (a) the effect of job-related stress on job performance among hospital nurses, and (b) the effect of social support from coworkers on the stress-performance relationship. Design:A correlational descriptive survey was used to investigate these relationships among a convenience sample of 263 American hospital nurses and 40 non-American nurses who were accessible via the Internet. Methods:Data were collected using a Web-based structured questionnaire, which included the Nursing Stress Scale, the Schwirian Six Dimension Scale of Nursing Performance, the McCain and Marklin Social Integration Scale, and the demographic form. Descriptive statistics, Pearson product-moment correlations, and hierarchical regression techniques were used to analyze the data. Findings:Perceived social support from coworkers enhanced the level of reported job performance and decreased the level of reported job stress. The analysis also indicated a curvilinear (U-shaped) relationship between job stress and job performance; nurses who reported moderate levels of job stress believed that they performed their jobs less well than did those who reported low or high levels of job stress. Conclusions:Results indicted the importance of social support from coworkers, as well as the need for further research to test the U-shaped relationship between job stress and job performance.

Should I Stay or Should I Go? Explaining Turnover Intentions with Organizational Identification and Job Satisfaction

Abstract: The social identity approach is a powerful theoretical framework for the understanding of individuals' behaviour. The main argument is that individuals think and act on behalf of the group they belong to because this group membership adds to their social identity, which partly determines one's self-esteem. In the organizational world, social identity and self-categorization theories state that a strong organizational identification is associated with low turnover intentions. Because identification is the more general perception of shared fate between employee and organization, we propose that the relationship between identification and turnover will be mediated by job satisfaction as the more specific evaluation of one's task and working conditions. In four samples we found organizational identification feeding into job satisfaction, which in turn predicts turnover intentions.

Affect and job satisfaction: a study of their relationship at work and at home.

Abstract: The authors investigated 2 broad issues: (a) across- and within-individual relationships between mood and job satisfaction and (b) spillover in moods experienced at work and at home. Using an experience-sampling methodology, they collected multisource data from a sample of 74 working individuals. Multilevel results revealed that job satisfaction affected positive mood after work and that the spillover of job satisfaction onto positive and negative mood was stronger for employees high in trait-positive and trait-negative affectivity, respectively. Results also revealed that the effect of mood at work on job satisfaction weakened as the time interval between the measurements increased. Finally, positive (negative) moods at work affected positive (negative) moods experienced later at home.

The Link between Sales People’s Job Satisfaction and Customer Satisfaction in a Business-to-Business Context: A Dyadic Analysis

Abstract: Although it has frequently been argued that the job satisfaction of a company’s employees is an important driver of customer satisfaction, systematic research exploring this link is scarce. The present study investigates this relationship for salespeople in a business-to-business context. The theoretical justification for a positive impact of salespeople’s job satisfaction on customer satisfaction is based on the concept of emotional contagion. The analysis is based on a dyadic data set that involves judgments provided by salespeople and their customers collected across multiple manufacturing and services industries. Results indicate the presence of a positive relationship between salespeople’s job satisfaction and customer satisfaction. Furthermore, the relationship between salespeople’s job satisfaction and customer satisfaction is found to be particularly strong in the case of high frequency of customer interaction, high intensity of customer integration into the value-creating process, and high product/service innovativeness.

The role of collective efficacy in the relations between transformational leadership and work outcomes

Abstract: Using a sample of 402 employees from the banking and finance sectors in China and India, we found that transformational leadership is positively related to organizational commitment and job satisfaction, and negatively related to job and work withdrawal. We also found that collective efficacy mediated the contribution of transformational leadership to job and work withdrawal and partially mediated the contribution of transformational leadership to organizational commitment and job satisfaction. Implications and directions for future research are discussed.

Toward a Dual-Process Model of Work-Home Interference:

Abstract: This article introduces the dual-process model of work-home interference (WHI), which claims that job characteristics can be categorized in two broad categories, job demands and job resources, that are differentially related to job-related outcomes and WHI measures. The model proposes that job demands are primarily related to feelings of exhaustion, whereas job resources are primarily related to work-related flow. The central hypothesis of the current study among 1,090 employees was that exhaustion and flow, in turn, are related to negative and positive WHI, respectively. A series of structured equation modeling (SEM) analyses provided strong evidence for the dual-process model of WHI. The implications for WHI research and practice are discussed.

Self-Employment and Job Satisfaction: Investigating the Role of Self-Efficacy, Depression, and Seniority

Abstract: Are self-employed workers more satisfied with their jobs compared to wage and salary workers? Using The National Survey of Families and Households: Wave I, 1987-1988, and Wave II 1992-1994 several expectations are evaluated in this article. First, self-employed persons should enjoy higher job satisfaction than others. Second, a portion of the association between job satisfaction and self-employment should be explained by higher levels of self-efficacy and by lower levels of depression among the self-employed compared to others. Third, self-employment veterans are a select group and should be different systematically from self-employment newcomers with respect to reported job satisfaction. Findings offer support for the first and second arguments above but not the third. Post-hoc analysis suggests that among the newly self-employed, the association between job satisfaction and self-employment depends on both the quantity and quality of time invested in the business. Implications of these findings and directions for further research are discussed. Introduction Entrepreneurs play an important role in the free-enterprise economic system. Much of the impetus for change, innovation, and progress in the U.S. economy will come from entrepreneurs (for example, Reynolds 1997; Light and Rosenstein 1995; Drucker 1985; Schumpeter 1934). Moreover, small firms create important new employment opportunities (Reynolds and White 1997; Light and Rosenstein 1995). Conventional wisdom suggests that the United States is increasingly a nation of entrepreneurs and self-starters. Indeed, the portion of the labor force accounted for by nonfarm self-employment, having declined steadily between 1870 and 1973, generally has been expanding since 1976 (Bregger 1996; Steinmetz and Wright 1989; Mills 1951), and this expansion is projected to continue into the near future (Silvestri 1999). Moreover, according to Gartner and Shane (1995), entrepreneurship, measured as the number of commercial firms per capita, nearly has tripled between the late 1970s and the mid 1990s and is significantly higher than at any time in the past hundred years. According to some observers, the contemporary period is the "era of the entrepreneur," in which the entrepreneur is viewed increasingly as a folk hero (Goffee and Scase 1987). Certainly not all self-employed individuals properly may be considered entrepreneurs, but self-employment and entrepreneurship are linked in the popular imagination. Evidence of public fascination with self-employment readily is available. In the United States, "being one's own boss ... is a deeply held ideal," with historical roots dating to the nation's founding (Steinmetz and Wright 1989, p. 974). Further, evidence from a cross-national survey research suggests that over 60 percent of Americans report a preference for self-employment as opposed to employment (Blanchflower, Oswald, and Stutzer 2001; Blanchflower and Oswald 1998). (1) In addition, some four percent of working-age adults may be engaged actively in starting a business at any particular time (Reynolds 1994). Moreover, results from the Entrepreneurial Research Consortium Study reported in the trade press suggest that approximately 33 percent of U.S. households "have had an intimate involvement in a new or small business" (as cited by Richman 1997). Why are individuals so positively disposed toward the prospect of starting a business? For many, more than expected financial rewards, the desire to be self-employed may be rooted in the perception that small business ownership promises greater autonomy and challenge than employment by a large bureaucratic organization (Vivarelli 1991). Indeed the notion that self-employed individuals gain greater satisfaction from their jobs than do other individuals is commonplace in both the popular press (for example, Leonard 2001; Willax 1998; Chun 1997) and in entrepreneurship textbooks (for example, Scarborough and Zimmerer 2000; Kuratko and Hodgetts 1998; Hatten 1997; Zimmerer and Scarborough 1996). …

Effects of performance appraisal politics on job satisfaction and turnover intention

Abstract: There is evidence that performance ratings are often manipulated for political purposes. The present study examined the effects of employees' perceptions of political motives in performance appraisal on their job satisfaction and intention to quit using survey data from an occupationally heterogeneous sample of white‐collar employees (N=127) from various organizations. Regression analysis results indicated that when employees perceived performance ratings to be manipulated because of raters' personal bias and intent to punish subordinates they expressed reduced job satisfaction that, in turn, led to greater intentions to quit their jobs. Manipulations of ratings for motivational purposes, however, had no effect on job satisfaction and turnover intention.

Reexamining the Job Satisfaction-Performance Relationship: The Complexity of Attitudes.

Abstract: The present article argues that organizational researchers tend to adopt an overly simplistic conceptualization and operationalization of job satisfaction (and job attitudes in general). Specifically, past research has failed to examine the affective-cognitive consistency (ACC) of job attitudes and the implications this has for the strength of the attitude and its relationship with behavior (e.g., job performance). Results from Study 1 suggest ACC is a significant moderator of the job satisfaction-job performance relationship, with those employees higher in ACC showing a significantly larger correlation between job satisfaction and performance than those lower in ACC. Study 2 replicated these findings. Implications for the study of job attitudes, limitations of the current studies, and multiple avenues for future research are discussed.

Considering rational self-interest as a disposition: organizational implications of other orientation.

Abstract: In contrast with major theories of attitudes and behavior, the authors propose that individuals are not equally motivated to pursue their self-interests. The authors show that differences in other orientation affect the extent to which actions and attitudes reflect self-interested calculation (instrumental rationality) and the extent to which beliefs represent their external environment (epistemic rationality). These differences have consequences for processes underlying a wide range of attitudes and behavior typically assumed to be rationally self-interested. Thus, the authors' model exposes a common explanation for diverse organizational phenomena. It also clarifies inconsistencies surrounding the validity of certain attitudinal and motivational models, the relationship between job attitudes and actions, cross-cultural differences in attitudes and behavior, escalation of commitment, and the relationship between chief executive officer characteristics and organizational performance.

Analyzing Job Mobility with Job Turnover Intentions: An International Comparative Study

Abstract: This study analyzed job-turnover intentions in twenty-five countries with data from the 1997 International Social Survey Program. Results show that high turnover intentions, measured as the proportion of employed individuals that report a very likely change of job in the next 12 months, can be observed in Canada, 17.0 percent, the U.S., 14.3 percent, and Great Britain, 14.3 percent. Low turnover intentions are encountered in Japan, 1.8 percent, Spain, 3.0 percent, and several Eastern European countries. The determinants of turnover intentions are, in a number of cases, the same as those observed in many studies on actual turnovers. Determinants of turnover intentions do vary substantially among countries. However, union membership, public-sector employment, job satisfaction, job security, and firm pride are significant in most countries. The high turnover intentions observed in Great Britain, France, and, to a lesser extent, Canada can be explained by the subjective measures considered in this study. Especially Great Britain and France have very low rankings of job satisfaction, job security, advancement opportunities, and firm pride. Despite having the same turnover intentions, Great Britain and the United States differ substantially with regard to the subjective determinants. Whereas the high turnover intentions in Great Britain can be explained by the relatively poor perceived job satisfaction, job security, and firm pride, high turnover intentions in the United States coexist with relatively high levels of job satisfaction, job security, advancement opportunities, firm pride, and, most notably, good perceived labor market opportunities.

Job satisfaction and life satisfaction revisited: A longitudinal test of an integrated model

Abstract: Research indicates that job satisfaction is significantly related to life satisfaction. However, previous studies have not included variables that may confound the relationship. Furthermore, the vast majority of studies have relied on cross-sectional data. I tested a comprehensive model that examined the relationship between job and life satisfaction and a broad personality construct called ‘core self-evaluations’, as well as nonwork satisfaction and environmental variables, using a nationally representative (US), longitudinal data set. Results indicated that core self-evaluations was significantly related to both job satisfaction and life satisfaction over time, and that the relationship between job satisfaction and life satisfaction was not significant after taking into account the effects of core self-evaluations and nonwork satisfaction. Implications for theory and practice are discussed.

Factors explaining job satisfaction among faculty

Abstract: The purpose of this descriptive-correlational study was to describe the amount of variance in faculty member’s overall level of job satisfaction explained by Herzberg, Mausner, and Snyderman’s (1959) job motivator and hygiene factors. Additionally, the study sought to investigate the suitability of a one-item versus a multi-item measure of overall job satisfaction. The faculty were generally satisfied with their jobs. However, female faculty members were less satisfied than male faculty members. The factor “work itself” was the most motivating aspect for faculty. The least motivating aspect was “working conditions.” The demographic characteristics were negligibly related to overall job satisfaction. All of the job motivator and hygiene factors were moderately or substantially related to overall job satisfaction. The factors “recognition,” “supervision,” and “relationships” explained the variability among faculty members’ overall level of job satisfaction. The one-item measure of overall job satisfaction was not different from a multi-item measure of overall job satisfaction.

The Impact of Job Characteristics on Correctional Staff Members

Abstract: The job characteristics of job stress, supervision, job variety, and job autonomy have been theorized to affect the job satisfaction and organizational commitment of correctional staff members. Most of the research to date has focused on the impact of these variables on job satisfaction, with little attention being paid to organizational commitment. To determine the effects of these job characteristics on correctional staff members’ job satisfaction and organizational commitment, data from a survey of 272 employees at a midwestern correctional facility were examined using ordinary least squares regression. All four job characteristics had significant effects on correctional staff members’ job satisfaction. Only job stress and supervision had statistically significant effects on organizational commitment. Moreover, job satisfaction had the greatest effect on correctional staff members’ organizational commitment. Additionally, the effects of the job characteristics differed among various groups of correctio...

Participation’s Influence on Job Satisfaction The Importance of Job Characteristics

Abstract: A structural equationmodel was proposed to analyze the impact of employee participation and job characteristics on job satisfaction. The current study found that participative decision making has a significant positive effect on performance feedback, task significance, and career development support. Performance feedback was positively related to job specificity and career development support. Task significance and career development support were, in turn, positively related to job satisfaction. These findings suggest that participation has an important, albeit indirect, effect on employee job satisfaction through its influence on job characteristics. The implications of these findings for public management are discussed.

Shorter can Also be Better: The Abridged Job in General Scale

Abstract: The Job Descriptive Index family of job attitude measures includes the Job in General (JIG) scale, a measure of global satisfaction with one’s job. The scale was originally developed and validated by Ironson, Smith, Brannick, Gibson, and Paul. Following structured scale reduction procedures developed by Stanton, Sinar, Balzer, and Smith, the current authors developed an abridged version of the JIG for use by practitioners and researchers of organizational behavior. They report the results of three validation studies documenting the process of scale reduction and the psychometric suitability of the reduced-length scale.

Safety and insecurity: exploring the moderating effect of organizational safety climate.

Abstract: This research reconciled disparate findings regarding the relationship between job insecurity and safety by examining organizational safety climate as a potential moderator. It was predicted that a strong organizational safety climate would attenuate the negative effects of job insecurity on self-reported safety outcomes such as safety knowledge, safety compliance, accidents, and injuries. Data collected from 136 manufacturing employees were consistent with these predictions. Results are discussed in light of escalating interest in how organizational factors can affect employee safety. According to the Society for Human Resource Management (2001), 43% of U.S. organizations conducted employee layoffs in 2000 and 2001, with corporate reductions averaging 10%‐13% of the workforce. The resultant pervasive climate of job insecurity has been shown to have multiple negative effects on affected employees. Employees with insecure jobs report lower job satisfaction (Davy, Kinicki, & Scheck, 1991), a greater incidence of physical health conditions (Roskies & Louis-Guerin, 1990), and higher levels of psychological distress (Dekker & Schaufeli, 1995) when compared with employees with secure jobs. In addition, the more dissatisfied employees are with their perceived job security, the less committed they are to the organization (Ashford, Lee, & Bobko, 1989), the more frequently they engage in work withdrawal behaviors such as absenteeism, tardiness, and work task avoidance (Probst, 2002a), and the more likely they are to quit their job (Ashford et al., 1989; Davy et al., 1991).

Predictors of job search behavior among employed and unemployed people

Abstract: This study investigated job search behavior and its predictors among employed and unemployed people. Ajzen's (1985) theory of planned behavior (TPB) was used to predict job search intention and behavior in both groups. In addition, we examined the indirect effects of several other variables (i.e., job satisfaction, organizational commitment, work valence, expectancy, and financial need). Data were collected in a 2-wave longitudinal design, using a sample of employed individuals (N = 989) and a sample of unemployed individuals (N = 317). Results supported the applicability of the TPB in the 2 groups. The attitude-intention-behavior relationship was stronger in the unemployed group than in the employed group. The TPB variables partially mediated the effects of the additional variables studied.

Affect, curiosity, and socialization. related learning: a path analysis of antecedents to job performance

Abstract: This study examined the influence of affect, curiosity, and socialization-related learning on job performance, with 233 service industry employees from a diverse variety of occupations completing surveys at their places of work. Both state and trait curiosity and socialization-related learning (learning associated with employee socialization) were hypothesized to mediate the relationship between affect (operationalized as state and trait anxiety and anger) and job performance. Structural equation analyses indicate that the data are consistent with the theoretical models proposed. As expected, anxiety negatively influences curiosity, socialization-related learning, and job performance; conversely, anger positively influences curiosity, socialization-related learning, and job performance. Overall, the findings suggest that affects indeed predict perception of job performance, but through the mediation of curiosity and the learning associated with the socialization process. These results highlight the importance of the complex interplay between affect, curiosity, and learning when thinking about successful employee socialization and best possible job performance.