Showing papers on "Job attitude published in 2007"

The Role of Personal Resources in the Job Demands-Resources Model

Abstract: This study examined the role of three personal resources (self-efficacy, organizational-based self-esteem, and optimism) in the Job Demands-Resources (JD-R) model. The authors hypothesized that personal resources (1) moderate the relationship between job demands and exhaustion, (2) mediate the relationship between job resources and work engagement, and (3) relate to how employees perceive their work environment and well-being. Hypotheses were tested among 714 Dutch employees. Results showed that personal resources did not offset the relationship between job demands and exhaustion. Instead, personal resources mediated the relationship between job resources and engagement/exhaustion and influenced the perception of job resources. The implications of these findings for the JD-R model are discussed.

Job Resources Boost Work Engagement, Particularly When Job Demands Are High

Abstract: This study of 805 Finnish teachers working in elementary, secondary, and vocational schools tested 2 interaction hypotheses. On the basis of the job demands-resources model, the authors predicted that job resources act as buffers and diminish the negative relationship between pupil misbehavior and work engagement. In addition, using conservation of resources theory, the authors hypothesized that job resources particularly influence work engagement when teachers are confronted with high levels of pupil misconduct. In line with these hypotheses, moderated structural equation modeling analyses resulted in 14 out of 18 possible 2-way interaction effects. In particular, supervisor support, innovativeness, appreciation, and organizational climate were important job resources that helped teachers cope with demanding interactions with students.

Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: A meta-analysis

Abstract: In this article, a 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria. Results of meta-analyses of 183 independent samples indicated that whereas hindrance stressors had dysfunctional relationships with these criteria (negative relationships with job satisfaction and organizational commitment and positive relationships with turnover intentions, turnover, and withdrawal behavior), relationships with challenge stressors were generally the opposite (positive relationships with job satisfaction and organizational commitment and negative relationships with turnover intentions and turnover). Results also suggested that the differential relationships between challenge stressors and hindrance stressors and the more distal criteria (withdrawal behavior and turnover) were due, in part, to the mediating effects of job attitudes.

Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover

Abstract: Recent research on job embeddedness has found that both on- and off-the-job forces can act to bind people to their jobs. The present study extended this line of research by examining how job embeddedness may be integrated into a traditional model of voluntary turnover. This study also developed and tested a global, reflective measure of job embeddedness that overcomes important limitations and serves as a companion to the original composite measure. Results of this longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover. Results also found that job embeddedness interacted with job satisfaction to predict voluntary turnover, suggesting that the job embeddedness construct extends beyond the unfolding model of turnover (T. R. Mitchell & T. W. Lee, 2001) it originated from.

On the relations among work value orientations, psychological need satisfaction and job outcomes: A self-determination theory approach.

Abstract: Using self-determination theory, two studies found that holding an extrinsic, relative to an intrinsic, work value orientation was associated with less positive outcomes (i.e. less satisfaction with, dedication to and vitality while on the job) and more negative outcomes (i.e. higher emotional exhaustion, short-lived satisfaction after successful goal-attainment, and turn-over intention). These relations were not limited to job outcomes, but also emerged using indicators of employees' general mental health. Moreover, income level did not moderate these relations. Study 2 found that holding an extrinsic, relative to an intrinsic, work value orientation was detrimental to employees' job outcomes because these orientations thwarted the satisfaction of the basic psychological needs for autonomy, competence and relatedness at work.

A meta‐analysis of studies of nurses' job satisfaction

Abstract: Although several variables have been correlated with nursing job satisfaction, the findings are not uniform across studies. Three commonly noted variables from the nursing literature are: autonomy, job stress, and nurse-physician collaboration. This meta-analysis examined the strength of the relationships between job satisfaction and autonomy, job stress, and nurse-physician collaboration among registered nurses working in staff positions. A meta-analysis of 31 studies representing a total of 14,567 subjects was performed. Job satisfaction was most strongly correlated with job stress (ES = -.43), followed by nurse-physician collaboration (ES = .37), and autonomy (ES = .30). These findings have implications for the importance of improving the work environment to increase nurses' job satisfaction.

The Moderating Role of Employee Positive Well Being on the Relation Between Job Satisfaction and Job Performance

Abstract: This research provides further clarification to the age-old quest to better understand the happy/ productive worker thesis. Using data from 109 managers employed by a large (over 5000 employees) customer services organization on the West Coast of the United States, both job satisfaction (r .36, p .01, 95% CI .18 to .52) and psychological well-being (PWB; r .43, p .01, 95% CI .26 to .58) were associated with supervisory performance ratings. Using Fredrickson’s (2001) broaden-and-build model as the theoretical base, the authors found that PWB moderates the relation between job satisfaction and job performance. Consistent with Fredrickson’s model, performance was highest when employees reported high scores on both PWB and job satisfaction. This moderating effect of PWB may account for some of the inconsistent results of previous studies.

When do job demands particularly predict burnout?: The moderating role of job resources

Abstract: Purpose – The purpose of this paper is to focus on home care organization employees, and examine how the interaction between job demands (emotional demands, patient harassment, workload, and physical demands) and job resources (autonomy, social support, performance feedback, and opportunities for professional development) affect the core dimensions of burnout (exhaustion and cynicism).Design/methodology/approach – Hypotheses were tested with a cross‐sectional design among 747 Dutch employees from two home care organizations.Findings – Results of moderated structural equation modeling analyses partially supported the hypotheses as 21 out of 32 (66 per cent) possible two‐way interactions were significant and in the expected direction. In addition, job resources were stronger buffers of the relationship between emotional demands/patient harassment and burnout, than of the relationship between workload/physical demands and burnout.Practical implications – The conclusions may be particularly useful for occupat...

Finding Workable Levers Over Work Motivation: Comparing Job Satisfaction, Job Involvement and Organizational Commitment

Abstract: This article draws on a sample of state government health and human service managers to develop and test a model of work motivation. We examine the effect of individual attributes, job characteristics, and organizational variables on three aspects of work motivation: job satisfaction, organizational commitment, and job involvement. We find that managers have varying degrees of influence over these different aspects of work motivation, with greatest influence over job satisfaction and least influence over job involvement. A number of variables are important for work motivation, including public service motivation, advancement opportunities, role clarity, job routineness, and group culture.

The relationship between satisfaction with workplace training and overall job satisfaction

Abstract: Opportunities for training and development are paramount in decisions regarding employee career choices. Despite the importance, many research studies on job satisfaction do not address satisfaction with workplace training as an element of overall job satisfaction, and many job satisfaction survey instruments do not include a “satisfaction with workplace training” component. This study examined the relationship between satisfaction with employer-provided workplace training and overall job satisfaction of customer contact representatives. A significant relationship was found between job training satisfaction and overall job satisfaction. Components of job training, including time spent in training, training methodologies, and content, were determined to be significant in their relationship to job training satisfaction, and trainees were significantly more satisfied with the training they received when the methodology employed was their preferred one. On the basis of these findings, conclusions were drawn and recommendations for researchers and practitioners in the field of HRD were made. It is important that those in the profession of human resource development look at how their work affects the multiple stakeholders for whom they provide services. Those who have defined HRD concur; many definitions include a results or outcome component. As an example, the Academy of Human Resource Development (AHRD) defines the HRD profession as a multidisciplinary field that focuses on training, career development, and organizational development with the goal of improving processes and enhancing the learning and performance of individuals, organizations, communities, and society (AHRD Standards

Individual Moral Development and Ethical Climate: The Influence of Person–Organization Fit on Job Attitudes

Abstract: This research examines how the fit between employees moral development and the ethical work climate of their organization affects employee attitudes. Person–organization fit was assessed by matching individuals' level of cognitive moral development with the ethical climate of their organization. The influence of P–O fit on employee attitudes was assessed using a sample of 304 individuals from 73 organizations. In general, the findings support our predictions that fit between personal and organizational ethics is related to higher levels of commitment and job satisfaction and lower levels of turnover intent. Ethical P–O fit was related to higher levels of affective commitment across all three ethical climate types. Job satisfaction was only associated with ethical P–O fit for one of the three P–O fit variables and turnover intentions were significantly associated with two of the ethical P–O fit variables. The most consistent effect was found for the Conventional – Caring fit variable, which was significantly related to all three attitudes assessed. The weakest effect was found for the Preconventional – Instrumental fit variable, which was only predictive of affective commitment. The pattern of findings and implications for practice and future research are discussed.

Person-organization fit and work-related attitudes and decisions: examining interactive effects with job fit and conscientiousness.

Abstract: This study examined boundary conditions that surround the importance of perceived person-organization (P-O) fit for work-related attitudes and decisions. The authors hypothesized that P-O fit is more strongly related to satisfaction and job choice decisions when needs-supplies (N-S) job fit or demands-abilities (D-A) job fit is low, and that P-O fit is more strongly related to job choice decisions for highly conscientious individuals. Hypotheses were tested among 299 participants in a 12-week internship program. Results indicated that P-O fit was more strongly related to satisfaction when individuals experienced low N-S job fit. P-O fit was more strongly related to job choice intentions when individuals experienced low D-A job fit or were highly conscientious. Finally, P-O fit was related to job offer acceptance for highly conscientious individuals.

Job insecurity in temporary versus permanent workers: Associations with attitudes, well-being, and behaviour

Abstract: Recent research suggests that the relationship between job insecurity and psychological outcomes is more negative among permanent compared with temporary workers. We investigate possible interaction effects between job insecurity and type of contract (temporary versus permanent) for various psychological outcomes (job satisfaction, organizational commitment, life satisfaction, and self-rated performance), some of which have received little attention. We aim to explain these interaction effects, while taking into account the heterogeneous nature of temporary workers in terms of tenure, employment prospects, and wish to do temporary employment. We argue that permanent workers expect higher levels of job security; job insecurity breaches permanent workers’ but not temporary workers’ expectations. This may relate to unfavourable outcomes. Similarly, the heterogeneous nature of temporary workers may relate to job security expectations and thus to reactions to job insecurity. This study was conducted o...

Job Satisfaction of Nurse Aides in Nursing Homes: Intent to Leave and Turnover

Abstract: Purpose: The relationship between job satisfaction of nurse aides and intent to leave and actual turnover after 1 year is examined. Design and Methods: Data came from a random sample of 72 nursing homes from 5 states (Colorado, Florida, Michigan, New York, and Oregon). From these nursing homes, we collected 1,779 surveys from nurse aides (a response rate of 62%). We used a job satisfaction instrument specifically developed for use with nurse aides, as well as previously validated measures of intent to leave and turnover. We used ordered logistic regression and logistic regression to examine the data. Results: High overall job satisfaction was associated with low scores on thinking about leaving, thinking about a job search, searching for a job, and turnover. In examining the association between the job satisfaction subscales and intent to leave and turnover, we found that high Work Schedule subscale scores, high Training subscale scores, and high Rewards subscale scores were associated with low scores on thinking about leaving, thinking about a job search, searching for a job, and turnover. High scores on the Quality of Care subscale were associated with low turnover after 1 year. Implications: These results are important in clearly showing the relationship between job satisfaction and intent to leave and turnover of nurse aides. Training, rewards,

Feeling the Heat: Effects of Stress, Commitment, and Job Experience on Job Performance

Abstract: We examine the relationships between bank branch employees' felt job stress, organizational commitment, job experience, and performance. Our findings are consistent with the attention view of stress. Employees with higher levels of affective commitment and higher levels of job experience channeled felt stress more effectively into sales performance. Felt stress had neutral to negative effects on performance for employees with lower levels of commitment and job experience. Commitment, like stress, was more strongly related to performance when employees had more job experience. The results suggest that consideration of moderators of the stress-performance relationship is important both theoretically and practically.

When person‐organization (mis)fit and (dis)satisfaction lead to turnover

Abstract: Purpose – The present study examined the relationships between P‐O fit, job satisfaction, perceived job mobility, and intent to turnover. It was hypothesized that job satisfaction mediated the P‐O fit‐intent to turnover relationship and that perceived job mobility moderated the job satisfaction‐intent to turnover relationship such that the combined effect of high job dissatisfaction and high perceived job mobility predicted intent to turnover.Design/methodology/approach – Data were obtained utilizing a field survey from a sample of 205 full‐time employed adults working in two geographic regions in the USA. Participants completed an HTML‐based web survey that contained measures of the constructs of interest to this study.Findings – Mediated and moderated regression analyses revealed statistical support for the hypothesized relationships, which were interpreted as evidence that P‐O misfit and job dissatisfaction do not necessarily lead to intent to turnover.Research limitations/implications – The potential ...

Productivity, counterproductivity and creativity: The ups and downs of job insecurity

Abstract: Organizations frequently downsize in the hopes of creating a ‘lean and mean’ company able to be flexible and quick to adapt to changing environmental needs. The purpose of the current research was to assess the effects of job insecurity on productivity, counterproductivity, and creativity in a simulated organizational environment and a field setting. In the first study, 104 non-traditional undergraduate students (M ¼ 30:48 years) participated in a laboratory experiment that manipulated the threat of lay-offs (job insecurity) and measured creativity and productivity over two time periods. Compared to control group participants, results indicate that participant productivity increased in the condition of higher levels of job insecurity, whereas creative problem solving decreased. In the second study, 144 employees in five organizations completed a survey measuring their job insecurity perceptions, enactment of counterproductive work behaviours, and creative problem-solving ability. Regression analyses indicate that job insecurity predicted lower creativity scores, yet was also related to lower numbers of counterproductive work behaviours. Taken together, these studies suggest that job insecurity may have adverse effects on creativity, yet moderately beneficial effects on productivity. Results are interpreted in light of the increasing prevalence of job insecurity and organizational downsizing in today’s workplace. Commercial rivalries around the globe, government deregulation of industry, and the ever-increasing pace of organizational technology change have led organizations worldwide to take extreme measures in order to remain competitive. Organizational restructuring in the form of corporate downsizing, mergers and acquisitions, plant closings, and workforce reorganizations affect millions of workers each year. According to the Society for Human Resource Management (2001), 43% of US organizations conducted employee lay-offs in 2000 and 2001, with corporate reductions averaging 10–13% of the workforce.

A model of high performance work practices and turnover intentions

Abstract: – This paper aims to clarify the relationship between human resource practices and staff retention by selecting three high performance work practices (precursors) and one outcome variable (turnover intentions), and trying to demonstrate the mediator role of employee commitment and job satisfaction in this relationship., – The proposed model has been analyzed with a sample of 198 employees and a structural equation modeling methodology., – Salary strategies and job enrichment strategies were positively related to job satisfaction. Job enrichment strategies and job stability strategies were positively related to employee commitment. Employee commitment was negatively related to turnover intentions. The relationship between job satisfaction and turnover intentions was mediated by employee commitment, – One limitation of the findings is the use of self‐report questionnaires to collect data on all measures. Another potential limitation concerns the measurement of some latent factors with only two observable variables., – Turnover continues to be a serious problem for businesses. The proposed model suggests the use of specific practices that develop satisfaction and commitment as an intermediate step to low turnover intentions., – A sample of 198 workers was used as the source of information. This information offers clear advantages over the more widely used samples from managerial directors or statistical data gathered in human resource practices, as in this case. The perceptions of those people on whom these measures are directly carried out are readily accessible.

The precursors and products of justice climates: Group leader antecedents and employee attitudinal consequences.

Abstract: Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of 3 types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justice–attitude relationships. Largely consistent with the theoretically derived hypotheses, the results showed that leader (a) Agreeableness was positively related to procedural, interpersonal, and informational justice climates; (b) Conscientiousness was positively related to a procedural justice climate; and (c) Neuroticism was negatively related to all 3 types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high.

Human Resources from an Organizational Behavior Perspective: Some Paradoxes Explained

Abstract: American workplaces exhibit three facts which, taken together, could constitute anomalous or paradoxical organizational behavior, especially when seen through the lens of the rationality and competitive market efficiency concepts so often used in economic theory. First, workplaces in America and elsewhere show pervasive job dissatisfaction, distrust, and disengagement, with the evidence suggesting that these problems are getting worse and have a number of negative consequences for employers as well as employees. Second, how people are managed and their job satisfaction and job attitudes are both substantively and statistically significant predictors of a number of dimensions of organizational performance. Comprehensive evidence from studies in numerous industries and countries establishes this point and also helps us identify high-performance management practices. Third, in spite of the fact that much of what is required to build engaged and successful organizations is at once well known and not always costly to implement, many, maybe most, organizations have failed to take appropriate actions, thereby, in some sense, “leaving money on the table.” Theories and empirical research in organizational behavior and social psychology offer insights and explanations about how these three facts can coexist and even persist. These explanations are built on the fundamental insights that both employees and organizations are embedded in a social context that provides taken-for-granted ways of thinking and doing things; social influence matters so