Job attitude

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

`Objective' vs `Subjective' Job Insecurity: Consequences of Temporary Work for Job Satisfaction and Organizational Commitment in Four European Countries:

Abstract: Book Description: This major work offers a broad insight into the field of industrial relations, taking into account the economic, political, and social influences and the relative power of capital ...

Do high job demands increase intrinsic motivation or fatigue or both? The role of job control and job social support

Abstract: In this study, we used Karasek’s demand-control-support model to determine whether either job control or job social support or both can reduce signs of fatigue and simultaneously enhance intrinsic motivation among employees facing high job demands. Survey data on 555 nurses suggest that job control in particular reduces fatigue in highly demanding jobs, whereas high levels of instrumental support produce elevated levels of intrinsic motivation, regardless of the level of job control and job demands. In order to become successful or even more successful, today’s work organizations need to maximize the use of their employees’ actual and potential skills. More than ever before, organizations in both the private and public sector are introducing new forms of work and organizational design and management, such as total quality management, lean production, and empowerment (Parker & Wall, 1998). These initiatives may enhance intrinsic motivation and inspire employees to learn and develop the skills they need to meet increasing job demands, but simultaneously the initiatives may raise levels of job strain and other negative healthrelated outcomes among employees, generating significant costs in terms of sickness, lost time, and low productivity (Parker & Sprigg, 1999; Theorell & Karasek, 1996). Building on the demand-controlsupport model (DCS model) developed by Karasek and his associates (Karasek, 1979; Karasek & Theorell, 1990), the present study examines job conditions that minimize job strain and maximize intrinsic motivation in highly demanding jobs. The interaction between job demands and control has been studied frequently with respect to job strain (e.g., Ganster & Fusilier, 1989; Karasek, 1979; Schaubroeck & Merritt, 1997; Theorell & Karasek, 1996; Wall, Jackson, Mullarkey, & Parker, 1996; Xie, 1996), but has been largely neglected with respect to work motivation. Moreover, the role of job social support in the interaction between demands and control has drawn little empirical attention as far as job strain is concerned, and no empirical or theoretical attention with regard to intrinsic motivation (cf. Parker & Sprigg, 1999; Van der Doef & Maes, 1999). The present study contributes substantially to management theory and empirical knowledge by focusing on intrinsic work motivation and, more specifically, by examining the interaction between job demands, job control, and job social support on fatigue and intrinsic motivation simultaneously.

Job Satisfaction and Intent to Leave

Abstract: In this study, meta-analytic procedures were applied to determine the gen- eralizability of the relationship between job satisfaction and intent to leave. The results were consistent with the hypotheses: The relationship between job satisfaction and intent to leave was significantly different from zero and consistently negative. Furthermore, across levels of job satisfaction, employees from a large U.S. federal agency were less likely than employees within the private sector to leave the organization. Subsequent analyses on the federal agency studies showed that career stage indicators (age and tenure) moderated the relationship between job satisfaction and intent to leave.

Sources of social support and burnout, job satisfaction, and productivity.

Abstract: Social support has been identified as an important correlate of a variety of work outcomes. Support from different sources, including family, coworkers, and supervisors, was examined in 211 traffic enforcement agents (92 men, 119 women). Outcomes included subjective variables (burnout and job satisfaction) and an objective measure of productivity (number of summonses). Support was negatively associated with burnout and positively associated with satisfaction and productivity. A cluster of support variables accounted for 7% of the variance in burnout and productivity and 12% of the variance in job satisfaction. Family support was more closely associated with burnout than with satisfaction or productivity, whereas immediate supervisor support was related to satisfaction and productivity but not burnout. Results suggest that support may be associated with work-related outcomes through multiple pathways.