Showing papers on "Job design published in 2000"

A model of burnout and life satisfaction amongst nurses.

Abstract: This study, among 109 German nurses, tested a theoretically derived model of burnout and overall life satisfaction. The model discriminates between two conceptually different categories of working conditions, namely job demands and job resources. It was hypothesized that: (1) job demands, such as demanding contacts with patients and time pressure, are most predictive of exhaustion; (2) job resources, such as (poor) rewards and (lack of) participation in decision making, are most predictive of disengagement from work; and (3) job demands and job resources have an indirect impact on nurses' life satisfaction, through the experience of burnout (i.e., exhaustion and disengagement). A model including each of these relationships was tested simultaneously with structural equations modelling. Results confirm the strong effects of job demands and job resources on exhaustion and disengagement respectively, and the mediating role of burnout between the working conditions and life satisfaction. These findings contribute to existing knowledge about antecedents and consequences of occupational burnout, and provide guidelines for interventions aimed at preventing or reducing burnout among nurses.

Corporate Social Performance and Attractiveness as an Employer to Different Job Seeking Populations

Abstract: This study investigates the hypothesis that the advantage corporate social performance (CSP) yields in attracting human resources depends on the degree of job choice possessed by the job seeking population. Results indicate that organizational CSP is positively related to employer attractiveness for job seekers with high levels of job choice but not related for populations with low levels suggesting advantages to firms with high levels of CSP in the ability to attract the most qualified employees.

Psychological well-being and job satisfaction as predictors of job performance.

Abstract: The happy-productive worker hypothesis has most often been examined in organizational research by correlating job satisfaction to performance. Recent research has expanded this to include measures of psychological well-being. However, to date, no field research has provided a comparative test of the relative contribution of job satisfaction and psychological well-being as predictors of employee performance. The authors report 2 field studies that, taken together, provide an opportunity to simultaneously examine the relative contribution of psychological well-being and job satisfaction to job performance. In Study 1, psychological well-being, but not job satisfaction, was predictive of job performance for 47 human services workers. These findings were replicated in Study 2 for 37 juvenile probation officers. These findings are discussed in terms of research on the happy-productive worker hypothesis.

Organizational commitment: a mediator of the relationships of leadership behavior with job satisfaction and performance in a non‐western country

Abstract: This article investigates the potential mediating role of organizational commitment in the relationships of leadership behavior with the work outcomes of job satisfaction and job performance in a non‐western country where multiculturalism is a dominant feature of the workforce. It also explores the moderating effects of national culture on the relationships of leadership behavior with organizational commitment, job satisfaction and job performance in such a setting. Results suggest (in support of many western studies) that those who perceive their superiors as adopting consultative or participative leadership behavior are more committed to their organizations, more satisfied with their jobs, and their performance is high. The results also indicate that national culture moderates the relationship of leadership behavior with job satisfaction.

Mood and emotions while working: missing pieces of job satisfaction?

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.

Job Satisfaction, Comparison Earnings, and Gender

Abstract: This paper examines sex differences in job satisfaction by utilizing data from the 1986 UK Social and Economic Life Initiative (SCELI) household survey. It attempts to ascertain the relationship between actual and comparison pay and job satisfaction. Employees were asked on a 0–10 scale how satisfied or dissatisfied they were with their present job. They were also asked to state whether they were equitably, over or underpaid and to say how much pay they thought they deserved. Uniquely, therefore, we are able to analyse the effects of both actual and objective and subjective comparative pay measures on job satisfaction. The paper rejects the view that the higher expressed job satisfaction of women represents an innate difference rather than the results of self-selection into jobs with highly valued attributes.

Teamwork in multi-person systems: a review and analysis.

Abstract: As the scope and complexity of modern task demands exceed the capability of individuals to perform, teams are emerging to shoulder the burgeoning requirements Accordingly, researchers have striven to understand and enhance human performance in team settings The purpose of this review is to summarize that research, from the theoretical underpinnings that drive it, to the identification of team-level elements of success, to the methodologies and instruments that capture and measure those characteristics Further specified are three important avenues to creating successful teams: team selection, task design and team training In other words, one can select the right people, provide them with a task engineered for superior performance and train them in the appropriate skills to accomplish that task Under task design, new technologies and automation are examined that both support and impede team functioning Finally, throughout are provided critical remarks about what is known about teamwork and what is needed to be known to move the science and practice of team performance forward The paper concludes with the identification of team issues that require further investigation

Non-pecuniary Advantages Versus Pecuniary Disadvantages; Job Satisfaction Among Male And Female Academics In Scottish Universities

Abstract: This paper considers job satisfaction in the academic labour market drawing upon a particularly detailed data set of 900 academics from five traditional Scottish Universities Recent studies have revealed that in the labour force as a whole women generally express themselves as more satisfied with their jobs than men Our results show that reports of overall job satisfaction do not vary widely by gender This result is explained through the nature of our dataset, limited as it is to a highly educated workforce, in which female workers are likely to have job expectations comparable to their male counterparts Ordered probit analysis is used to analyse the determinants of an academic’s overall satisfaction at work as well as satisfaction with promotion prospects, job security and salary Comparison salary is found to be an important influence on academics’ overall job satisfaction although evidence suggests that academics place a lower emphasis on pecuniary relative to non pecuniary aspects of work than other sectors of the workforce

The demand-control model : specific demands, specific control and well-defined groups

Abstract: The purpose of this study was to test the Demand-Control Model (DCM), accompanied by three goals. Firstly, we used alternative, more focused, and multifaceted measures of both job demands and job control that are relevant and applicable to today's working contexts. Secondly, this study intended to focus on particular demands in human services work and to incorporate these demands in the DCM. Finally, this occupation-based study investigated relatively large well-defined subgroups compared to a total sample. Workers from five human service sectors (n = 2,485) were included in a cross-sectional survey (i.e., health care, transport, bank/insurance, retail trade, and warehouse). Results showed that job demands and job control are able to show several interaction effects on employee well-being and health, but only in specific occupational groups. In conclusion, the current findings provide renewed empirical support for the view that high-strain jobs (high demand, low control) are conducive to ill health (i.e., emotional exhaustion, psychosomatic health complaints). Further, it appears that active jobs (high demands, high control) give rise to positive outcomes (i.e., job challenge, job satisfaction).

Sense of belonging and new graduate job satisfaction.

Abstract: This study investigated the relationship between sense of belonging and job satisfaction in the new graduate RN. Ninety-five new graduate RNs answered a survey about demographic information and work setting, as well as their satisfaction and sense of belonging in the work environment. McCloskey-Mueller's Satisfaction Scale and a modified version of the Hagerty-Patusky Sense of Belonging Instrument were used. The conceptual framework was derived from Marlene Kramer's work on Reality Shock (1974). Results showed new graduates were most satisfied with coworkers and least satisfied with professional opportunities for advancement. Sense of belonging and total satisfaction were highest in the home healthcare setting. A Pearson r was used to determine relationships between sense of belonging, total satisfaction, and satisfaction sub-scales. Sense of belonging had significant positive relationships with total satisfaction, interaction opportunities, praise, control, coworkers, and scheduling. Possible future research suggested examining how orientation and work group numbers may affect job satisfaction and sense of belonging.

Trust and the Design of Work Complementary Constructs in Satisfaction and Performance

Abstract: The article presents results that indicate that trust and job design are complementary concepts in understanding outcomes like intention to quit and satisfaction. We conceptualized a worker's beliefs that a supervisor can be trusted as being composed of three main elements - beliefs in the supervisor's predictability, benevolence and fairness. This was motivated in part by a desire to conceptualize trust in a way that distinguished it from leader-member exchange (LMX) quality. The capacity of this measure of trust to predict self-reported outcomes was then compared with a job's motivational potential score, as a way of testing the trust measure's criterion validity. To do so, the results from two separate surveys were analysed. The first was based on the questionnaire responses of 535 employees in the telephone industry in the province of British Columbia; the second, of 230 service station employees from across Canada. In the studies reported here, supervisor relationships accounted for a significant amo...

Human resources, service quality and performance: a case study

Abstract: The relationship between specific “bundles” of human resource management (HRM) policies and practices and organisational performance in the hospitality industry is not well understood. Based on open‐ended interviews with managerial staff, and examination of management documents, the human resource management policies and practices adopted by a luxury hotel in support of a strategic decision to enhance quality are considered in order to shed light on the nature of the relationship between HRM bundles and effectiveness in a quality‐focused service context. The main features of the HRM policy and practice changes are outlined, along with associated changes to work design and organisation structure. The changes adopted are shown to have measurable positive effects on the key indicators of service used by the organisation. Support for the most commonly discussed models of HRM in the service sector is found.

Business psychology and organisational behaviour

Abstract: This is a radical revision and expansion of the successful textbook Psychology in Business. The coverage has been extended to include Organisational Behaviour, with new chapters on Power, Politics and Conflict; Organisational Structure and Design; Organisational Culture; Organisational Change and Development; Human Resource Practices (Performance Management, Rewards, Selection); and Hazards at Work (Ergonomic issues). The original chapters have been thoroughly updated and new material has been added on Intelligence and Testing; Job Design; Communication; Training; Creativity; Decision Styles; Job Satisfaction and Organisational Commitment; Teambuilding; Inter-Group Behaviour; Leadership; International Issues; and Occupational Stress. This will be an essential textbook for courses in business psychology and organisational behaviour. However, due to its comprehensive coverage, it will also provide an invaluable handbook for any practitioner in work psychology, organisational behaviour or personnel management.

A comparison of the stress-strain process for business owners and nonowners: differences in job demands, emotional exhaustion, satisfaction, and social support.

Abstract: One hundred sixty licensed morticians were surveyed to examine differences among business owners, managers, and employees on the relations proposed by G. F. Koeske and R. D. Koeske's (1993) stressor-strain-outcome model. Forty-eight percent of the morticians were owners, 16% were managers, and 36% were employees. Owners had less social support from work-related sources and perceived lower levels of role ambiguity and role conflict, less emotional exhaustion, and higher levels of job satisfaction and professional satisfaction than did nonowners. Social support from work-related sources and ownership each moderated the relationship between emotional exhaustion and job satisfaction but not between emotional exhaustion and professional satisfaction. Emotional exhaustion partially mediated the effect of stressors on job satisfaction and professional satisfaction.

Supervisor Communication Practices and Service Employee Job Outcomes

Abstract: On the basis of findings from the communications, marketing, and management literatures, the relations between four supervisor communication practices and service employee job performance, job sati...

Effects of communication direction on job performance and satisfaction: A moderated regression analysis

Abstract: High levels of job performance and job satisfaction occur when congruence of indi vidual needs (growth need strength) and job characteristics (job scope) exists. Downward communication received som...

Human Resource Management in Public Service: Paradoxes, Processes, and Problems

Abstract: Part I: Context and Challenges Chapter 1: The Public Service Heritage A Day in the Life of Maria Hernandez Some Challenges in Getting and Managing the Right People The Structure and Role of Human Resource Departments Historical and Institutional Context Reforming Government in the Clinton, Bush, and Obama Years Human Resource Management Principles Values, Ethics, and Moral Management Summary and Conclusion Chapter 2: Legal Rights and Responsibilities The Foundations of Employment Law The Employment Relationship Balancing Employer, Employee, and Societal Interests Privacy Issues Preemployment Investigations: Truth, Personality, Health, Credit, and Criminal Records Discrimination Summary and Conclusion Part II: Processes and Skills Chapter 3: Recruitment Factors in Recruitment: Employer and Applicant Perspectives Recruitment Steps Planning and Approval Position Announcements Recruitment Strategies Enhancing Recruitment Prospects: The Seeker's Perspective Summary and Conclusion Chapter 4: Selection The Bases and Origin of Selection Criteria in Selecting Selection Tests Selection: Four Screening Phases Initial Reviewing and Testing Interviewing and Reference Checks: Narrowing the Pool General Considerations for Those Conducting Interviews Choosing and Negotiation Postoffer and Hiring Issues Summary and Conclusion Chapter 5: Position Management Three Types of Personnel Strategies The Origins of Position Classification and Management Job Design and Job Analysis Job and Position Descriptions From Jobs to Job Systems Summary and Conclusion Chapter 6: Employee Engagement Pull, Push, or Drive? Human Resource Management and the Climate for Engagement Tools of Engagement Summary and Conclusion Chapter 7: Compensation Equity and Expectancy Theory Pay Determination Philosophy The Great Pay Debate Labor Market Forces: External Competition Job Content: Internal Consistency Individual Considerations: Fairness and Individual Contributions Implications Summary and Conclusion Chapter 8: Employee-Friendly Policies Workforce and Workplace Trends Family/Work Programs Health, Safety, and Wellness Programs Flexible Work Arrangements Keys to Success Traditional Benefits: Not-So-Employee-Friendly Trends Implementation, Assessment, and Evaluation Best Places to Work Summary and Conclusion Chapter 9: Training, Development and Learning General Principles of Learning Training Strategies Organizational Learning Strategies Application: Ethics Training Summary and Conclusion Chapter 10: Appraisal Evolution Appraisal Systems Improving the Process Disciplinary Systems Summary and Conclusion Chapter 11: Unions and the Government Background: Context and Evolution of Employee Relations Differing Views of Unions Paradoxes and Contradictions Trends and Variations Summary and Conclusion Chapter 12: Collective Bargaining Structure, Representation, and Collective Bargaining Strategies and Skills Bargaining-Related Reforms Hostility Versus Harmony Summary and Conclusion

An analysis of the utilization and effectiveness of non‐financial incentives in small business

Abstract: This research was conducted in order to determine what variables would give small businesses (defined as any firm with less than 100 employees) an advantage versus larger businesses in attracting and maintaining employees while optimizing their performance. Job enrichment, employee recognition, pay equity and managerial skill do affect employee job satisfaction in small business. However, there was sufficient evidence to indicate that income was, at the very least, a moderating factor with regard to the success of non‐monetary incentives. Therefore, the variables studied are most effective when supplemented with an income that allows employees to meet physiological and security needs for themselves and their families. What this article demonstrates is that by increasing job satisfaction via job enrichment, employee recognition, internal pay equity and the use of skilled managers, smaller firms can increase productivity and attractiveness to existing and potential employees.

Organizational culture and its relationship between job tension in measuring outcomes among business executives

Abstract: Investigates the nature of role stressors and its impact on job tension in predicting outcome constructs. The research examines the relationship that exists between the three organizational cultures and the role stressors within a business environment. The best fit model is statistically created and tested by applying a structural equation model. The results indicate that a constructive culture will significantly reduce role stressors, thereby: decreasing job tension and increasing job satisfaction, job performance, and job commitment. The corporate culture’s taproot is the organization’s beliefs and philosophy in how it conducts business. Beliefs and practices that become embedded in a company’s culture can originate from a number of sources. The beliefs, vision, objectives, and business approaches and practices supporting a company’s strategy may be compatible with its culture or possibly not. When they are, the culture becomes a valuable ally in strategy implementation and execution. When this is not a...

The Effective Design of Work Under Total Quality Management

Abstract: In this research, we address the question: Why do many total quality management implementations fail? We develop a theoretical model in which the total quality management role for line employees results in a dual work design that requires both standardized production and continuous improvement. We propose that workers effectively integrate both types of work by switching, defined as shifting between standardized production and continuous work while on the job in response to situational cues. Alternatively, workers can respond to the challenges of a job involving both types of work by avoiding the continuous improvement work. Switching and avoidance are associated with different performance and attitudinal outcomes. We present evidence drawn from an exploratory field study which suggests that line employees who effectively integrate standardized production and continuous improvement work by switching experienced less job stress and greater job satisfaction. Moreover, plants which were more effective in total quality management performance had a greater proportion of line employees using switching.

Social Information Processing and Job Characteristics: A Simultaneous Test of Two Theories with Implications for Job Satisfaction.

Abstract: This study simultaneously tested 2 theories that attempt to explain differences in job satisfaction: job characteristics theory (Hackman & Oldham, 1976) and social information processing theory (Salancik & Pfeffer, 1978). The theories were tested using data collected from the civilian employees of the public works division at a U.S. military base. The results indicated that individuals' social environments had significant effects upon their attitudes. Multiple social networks were used to operationalize individuals' social environments. The results also suggested that job characteristics had an independent main effect upon job satisfaction, in addition to the effects of the social environment. Based on prior research, employees' past experience and self-monitoring were tested as moderators of the effects of the social environment, and growth need strength was tested as a moderator of the effects of job characteristics upon job satisfaction. Only self-monitoring was found to have a significant moderating effect on the relationship between information from the social environment and job satisfaction, and growth need strength had no significant moderating effect.

Social Context at Work: A Multilevel Analysis of Job Satisfaction

Abstract: Analyzing data on classified employees working in 18 departments in a university, this paper uses hierarchical linear models to explore the effects of social context on workers' job satisfaction. Drawing on organizational demographers' claims that satisfying social relations in the workplace have demographic sources and that workers are more satisfied in demographically homogeneous work units, we examine the effects of department-level sex and race heterogeneity on workers' feelings about their jobs. Our results show that satisfaction levels are lower in more sex- and race-heterogeneous departments, as hypothesized. In addition, we found that satisfaction is higher in departments with higher average levels of job tenure, though the individual-level effect of tenure on job satisfaction was not statistically significant. Our results provide support for a social-relational view of work and demonstrate the usefulness of multilevel models as an analytic strategy for examining these issues.

Beyond the learning organization : creating a culture of continuous growth and development through state-of-the-art human resource practices

Abstract: Beyond the Learning Organization will help executives, managers, and human resource professionals put the concepts of the "developmental organization" into practice Experts in the field of human resource and organizational development, Jerry W Gilley and Ann Maycunich examine how the latest advances in HR principles and practices (including recruiting, training, planning, career development, performance management, job design, and compensation and benefits) can be integrated to drive corporate renewal and growth Ultimately, they outline a process for creating an organizational environment that is able to address a wide variety of competitive and strategic challenges, adapt to internal and external changes, and recognize and reward employees at all levels for contributing to corporate goals

Openness and Job Performance in U.S.-Based Japanese Manufacturing Companies

Abstract: The current study examined one possible explanation for the lack of stability found to date in the relationship between Openness to Experience, a second-order Big Five personality factor, and job performance. An organizational setting and geographic locale were chosen, a priori, to reflect a condition that would increase the potential for openness to serve as an advantageous personality disposition for job performance. Consequently, we studied job performance and openness among inhabitants of the southeast employed in U.S.-based Japanese manufacturing companies. A step-wise hierarchical regression analysis revealed that openness predicted unique variance in job performance for these employees above and beyond both cognitive aptitude, and the other four personality dimensions of the Big Five. Explanations for the finding and its implications on the study of personality-job performance linkages are discussed.

Hanging on or Fading Out?: Job Satisfaction and the Long-Term Worker

Abstract: Job satisfaction remains an important issue for public managers, as they try to motivate workers in today's political environment. Many of the motivational efforts are centered around newer employe...

New employee behaviours, work designs and forms of work organization: what is in store for the future of work?

Abstract: The article reviews assumptions commonly made about a changing psychological contract at work and questions whether we have understated the changes that might alter future work behaviour. Research that has examined the adaptations to work being made by employees and the future generation of workers is highlighted. The initial experience of work in virtual organizations is considered. It is argued that we shall witness fundamental transitions in forms of work organization. Initially this will not compensate for the deterioration in the psychological contract that has been experienced by those who have lived through an era of downsizing. However, it will raise the need to develop new competencies to cope with the changes in work design. The need for more studies on numerically restricted but meaningful work populations (such as teleworkers, virtual teams, international managers, employees in small and medium‐sized enterprises, small project‐based forms of organization) is signalled.