Job attitude

About: Job attitude is a research topic. Over the lifetime, 15268 publications have been published within this topic receiving 668786 citations.

Personnel Attitudes and Motivation

Abstract: The literature published since the previous review of this topic. by Miner & Dachler (65) shows several trends. There has been a dramatic decrease in the popularity of equity theory, especially with respect to explaining job and task performance. Since the Pritchard et al monograph (76), the few studies concerned with equity have stressed its role in influencing pay satisfaction. Competent criticisms of equity theory's vagueness (106) and limited applicability may have contributed to its current lack of popularity. Need for achievement is also encountering increasing criticism (25), and the validity of Herzberg's theory remains in doubt (56). In the applied realm, job enrichment and Management by Objectives continue to attract the attention of practitioners. But participatory management is the most frequently recommended panacea for problems pertaining to employee motiva­ tion (61) despite equivocal evidence (18). In the theoretical realm, expectancy or V-I-E (valence-instrumentality-expec­ tancy) theory has clearly become the most popular approach to motivation among industrial researchers (e.g. 48). However, there are still those who consider factor analysis and/or huge correlation matrices involving measurements of dozens of variables to be the key to unlocking the secrets of motivational psychology. (For this writer's comments on the latter approach, see 52, 54, 56). Organiza­ tional climate has also become popular, but the problem lies in determining just what the concept means (36). Space limitations prevent further discussion of this concept here, but for a thorough review of the topic see (37a). Two other areas which continue to attract the attention of researchers are pay (97) and the relationship between job attitudes and behavior (73). This article will be a selective review and critique of major theoretical ap­ proaches and major research areas relevant to employec attitudes and motivation.

The impact of locus of control on job stress, job performance and job satisfaction in Taiwan

Abstract: Purpose – The purpose of this paper is to examine the relationships between locus of control and the work‐related behavioral measures of job stress, job satisfaction and job performance in Taiwan.Design/methodology/approach – Subjects were drawn from a pool of accounting professionals who completed a questionnaire made up of valid and reliable instruments that measured each of the variables studied.Findings – The findings indicate that one aspect of an accountants' personality, as measured by locus of control, plays an important role in predicting in the level of job satisfaction, stress and performance in CPA firms in Taiwan. Individuals with a higher internal locus of control are more likely to have lower levels of job stress and higher levels of job performance and satisfaction.Practical implications – The results indicate that locus of control plays an important role in the overall effectiveness of accountants, even in a non‐western culture like Taiwan.Originality/value – This was a study of a non‐Wes...

High Involvement Management, High Performance Work Systems and Well-being

Abstract: Studies on the impact of high-performance work systems on employees' well-being are emerging but the underlying theory remains weak. This paper attempts to develop theory of the effects on well-being of four dimensions of high-performance work systems: enriched jobs, high involvement management, employee voice, and motivational supports. Hypothesized associations are tested using multilevel models and data from Britain's Workplace Employment Relations Survey of 2004 (WERS2004). Results show that enriched jobs are positively associated with both measures of well-being: job satisfaction and anxiety–contentment. Voice is positively associated with job satisfaction, and motivational supports with neither measure. The results for high involvement management are not as predicted because it increases anxiety and is independent of job satisfaction.

Examining Herzberg’s Theory: Improving Job Satisfaction among Non-academic Employees at a University

Abstract: This study reports the results of a survey of 2700 employees in business operations at a large public, research university. The analysis tests Herzberg et al.’s (1959) well-known, duality theory of motivators and hygiene factors and the impact of personal characteristics and job characteristics on perceptions of the work environment and job satisfaction. The results offer inconclusive support of Herzberg’s theory although the work itself is the strongest predictor of job satisfaction after controlling for both personal and job characteristics. The study concludes by discussing both practical implications, for those in leadership positions in a university, and theoretical implications for researchers interested in exploring job satisfaction in a higher education context.

Organization communication, job stress, organizational commitment, and job performance of accounting professionals in Taiwan and America

Abstract: Purpose – To further understand the impact of organizational communication and commitment on job stress and performance. Over the past 20 years, the constructs of organizational commitment and communication have been studied extensively but little attention has been paid to the relationship between them and other organizational variables such as job performance and stress. Also, differences between employees either in managerial or full time accounting positions and between respondents from the USA and Taiwan were evaluated.Design/methodology/approach – Differences and relationships were assessed using standardized and valid instruments measuring four organizational variables in Taiwan and the USA.Findings – No country level difference in stress and communication levels were found but organizational commitment and performance levels were higher in the USA. At the same time, higher levels of organizational communication led to higher levels of organizational commitment and job performance in both countries...