Job attitude

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

The g-ocentric View of Intelligence and Job Performance Is Wrong

Abstract: In their article, Ree and Earles summarized a vast research literature on the efficacy of g, or general intelli gence, in predicting job performance, both in training phases and in application of job knowledge and skills to actual job performance. In every case cited, g correlated from .33 in range-restricted samples to .76 in more general population samples of job applicants. Non-g aptitudes added little to the prediction from g. Critics of the connection between general intelligence and job performance voice their objections and counterpoints in an article and several comments that follow.

A lifespan perspective on job design: Fitting the job and the worker to promote job satisfaction, engagement, and performance

Abstract: The workforce in most industrialized countries is aging. However, the role of age in job design has largely been ignored. In the present paper, we apply lifespan development perspectives to the interaction between job characteristics and age. Specifically, we examine the possible joint effects of age and job characteristics on job satisfaction, engagement, and performance, developing a series of propositions to guide future research. We also discuss possible boundary conditions, mediating mechanisms, and future research challenges.

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.

Does Performance Pay Increase Job Satisfaction

Abstract: This paper investigates the influence of performance-related pay on several dimensions of job satisfaction. In cross-sectional estimates performance-related pay is associated with increased overall satisfaction, satisfaction with pay, satisfaction with job security and satisfaction with hours. It appears to be negatively associated with satisfaction with the work itself; yet, after accounting for worker fixed effects the positive associations remain and the negative association vanishes. These results appear robust to a variety of alternative specifications and support the notion that performance-related pay allows increased opportunities for worker optimization and does not generally demotivate workers or crowd out intrinsic motivation.

Perceived Political Climate and Job Attitudes

Abstract: The present study examines the relationships between perceived Organizational Politics (OP) and job attitudes. Questionnaires containing scales of perceived OP climate and job attitudes were administered to a sample of 200 employees in several organizations. It was found that variables reflecting on the employee's status in the organization such as Gender and Supervisory Position moderate the relationships between perceptions of organizational politics and job attitudes. The association between climate and negative job attitudes was stronger for employees of lower status than for those of a higher status. It was speculated that organizational politics has a potentially damaging effect on lower status employees, who react to a climate of politics by showing increasingly negative attitudes towards the organization.