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Job attitude

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


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Journal ArticleDOI
TL;DR: In this article, the authors examined the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross-section of firms in the USA and found that job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.
Abstract: This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross‐section of firms in the USA. Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.

638 citations

Journal ArticleDOI
TL;DR: In this article, the authors explored several hypothesized relationships between real time affect while working and standard measures of job satisfaction, and concluded that affect is a missing piece of overall job attitude, as well as a phenomenon worthy of investigation in its own right.
Abstract: Job satisfaction is often described as an affective response to one's job, but is usually measured largely as a cognitive evaluation of job features. This paper explores several hypothesized relationships between real time affect while working and standard measures of job satisfaction. Experience sampling methodology was used to obtain up to 50 reports of immediate mood and emotions from 121 employed persons over a two week period. As expected, real time affect is related to overall satisfaction but is not identical to satisfaction. Moment to moment affect is more strongly related to a faces measure of satisfaction than to more verbal measures of satisfaction. Positive and negative emotions both make unique contributions to predicting overall satisfaction, and affect accounts for variance in overall satisfaction above and beyond facet satisfactions. Frequency of net positive emotion is a stronger predictor of overall satisfaction than is intensity of positive emotion. It is concluded that affect while working is a missing piece of overall job attitude, as well as a phenomenon worthy of investigation in its own right. Implications for further research and for improving the conceptualization and measurement of job satisfaction are discussed. Copyright © 2000 John Wiley & Sons, Ltd.

633 citations

Posted Content
TL;DR: In this paper, the authors show that job satisfaction represents one of the most complex areas facing today's managers when it comes to managing their employees and that the level of motivation has an impact on productivity, and hence also on performance of business organizations.
Abstract: Job satisfaction represents one of the most complex areas facing today's managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations.Unfortunately, in our region, job satisfaction has not still received the proper attention from neither scholars nor managers of various business organizations.

632 citations

Book ChapterDOI
01 Jan 2015
TL;DR: The most parsimonious structure of OCB consists of two major dimensions, roughly analogous to discretionary help and support to particular persons and discretionary levels of conformity to organizational rules.
Abstract: Organizational citizenship behavior (OCB) refers to discretionary, nonrequired contributions by members to the organizations that employ them. Evidence indicates that job satisfaction is more closely related to such contributions than to productivity in core job tasks. Other data suggest that personality also is more likely to predict such discretionary behaviors rather than task productivity. Various typologies and dimensions of OCB have been posited, but the most parsimonious structure consists of two major dimensions, roughly analogous to discretionary help and support to particular persons and discretionary levels of conformity to organizational rules. Compelling findings support the hypothesis that unit level OCB indeed predicts various criteria of organizational effectiveness. Cross-cultural research in OCB has begun and is proceeding at an accelerating pace, with indications that the structure of what is perceived as OCB varies somewhat across cultures. Moreover, some forms or levels of intended OCB might prove dysfunctional for either the organization or the individual or both.

628 citations

Journal ArticleDOI
11 Feb 1989-BMJ
TL;DR: Multivariate analysis of a large database of general practitioners compiled from results of confidential questionnaire survey identified four job stressors that were predictive of high levels of job dissatisfaction and lack of mental wellbeing.
Abstract: As early as 1968 Mechanic stated that “the average doctor responds to his growing practice and increasing demands on his time … by practising at a different pace and style. Such a pattern of work requires doctors to practise on an assembly line basis, which diminishes the unique satisfaction possible in general practice.”1 Since that time there has been a growing amount of published work on job dissatisfaction and stress among general practitioners.2

627 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023270
2022499
202152
202069
201968
2018146