Showing papers on "Job performance published in 1989"
TL;DR: In this paper, two experiences mettent a l'epreuve un modele prenant en compte les differences dans les capacites cognitives, les processus auto-regulateurs de la motivation and les exigences de traitement de l'information.
Abstract: Trois experiences mettent a l'epreuve un modele prenant en compte les differences dans les capacites cognitives, les processus auto-regulateurs de la motivation et les exigences de traitement de l'information
1,960 citations
TL;DR: This article examined the multivariate effects of demographic characteristics on outcomes such as work attitudes and behavior, and found that individual demographic characteristics has typically examined only direct effects on outcomes, such as job attitudes and behaviour.
Abstract: Previous research on individual demographic characteristics has typically examined only direct effects on outcomes such as work attitudes and behavior. This investigation examined the multivariate ...
1,714 citations
1,285 citations
878 citations
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
TL;DR: In this paper, the differential associations that job satisfaction and organizational commitment have with job performance and turnover intentions were studied in a sample of bank tellers and hospital professionals, finding that organizational commitment was more strongly related than job satisfaction with turnover intentions for the tellers, but not for the professionals.
Abstract: The differential associations that job satisfaction and organizational commitment have with job performance and turnover intentions were studied in a sample of bank tellers and hospital professionals. Results showed that organizational commitment was more strongly related than job satisfaction with turnover intentions for the tellers, but not for the professionals. Job satisfaction was related more strongly than organizational commitment with supervisory ratings of performance for both samples. The findings suggest that specific job attitudes are more closely associated with task-related out-comes such as performance ratings, whereas global organizational attitudes are more closely associated with organization-related outcomes like turnover intentions.
545 citations
488 citations
450 citations
TL;DR: In this paper, a new way of conceptualizing job design and job stress based on the balance among job elements is proposed, which integrates social psychological theories of job design with job stress concepts to develop a model of job balance.
438 citations
TL;DR: A serendipitious finding was that staff nurses reported fewer factors as important to their job satisfaction and perceived environment conducive to quality patient care than did other members of the nursing department, however, factors important to staff nurses were very important.
Abstract: A nationwide study on the impact of shared values on staff nurse job satisfaction and perceived productivity was done in 24 hospitals under different auspices, some of which were also Magnet Hospitals. Data were obtained from a 25% random sample of the staff nurse population (N = 2,336), 58% of the head nurse group, 65% of the clinical experts, and 66% of the top management. Staff nurses and clinical experts had more value congruence than did staff nurses and head nurses. A significant inverse correlation was found between value congruence and nurse job satisfaction and quality care. Explanations of the finding center on recent role changes for both staff nurses and head nurses, power differential, and evolving clarity of the staff nurse role. A serendipitious finding was that staff nurses reported fewer factors as important to their job satisfaction and perceived environment conducive to quality patient care than did other members of the nursing department. However, factors important to staff nurses were very important.
341 citations
Book•
01 Jan 1989
TL;DR: A review of research in the workplace can be found in this paper, where the authors examine the effect of job control on worker health and well-being in the context of office work.
Abstract: Part 1 Effect of job control on worker health - a look at the evidence: worker control and well-being - a review of research in the workplace, Daniel C.Ganster does job control control job stress?, Susan E.Jackson control, collectivity and the psychosocial work environment, Jeffrey V.Johnson Swedish research on job control, stress and health, Gunnar Aronsson NIOSH studies of control and worker well-being - moderating effects of job control on health complaints in office work, Steven L.Sauter - control, job demands and job satisfaction, Joseph J.Hurrell Jr and Margaret Anne McLaney. Part 2 Theoretical and methodological issues: theoretical models of control and health, Michael Frese control in the workplace and its health-related aspects, Robert Karasek an epidemiological perspective on the role of control in health, Stanislav V.Kasl psychophysiological mechanisms relating control, coping and health, Andrew Steptoe stress, control, worry prescriptions and the implications for health at work - a psychological model, Shirley Fisher when to whistle while you work - towards a cognititve social learning approach to coping and health, Suzanne M.Miller and Adina Birnbaum. Part 3 Control problems and solutions in modern work: high performance - new boundaries of acceptability in worker control, David A.Buchanan electronic monitoring at the workplace - implications for employee control and job stress, Michael J.Smith and Benjamin C.Amick III semi-autonomous work groups and worker control, Pentti Seppala.
TL;DR: In this article, the authors investigated the relationship between specific personality variables and job performance in a sample (N= 43) of accountants and found that three personality scales (orientation towards work, degree of ascendancy, and degree and quality of interpersonal orientation) are significantly related to important aspects of job performance.
Abstract: It is suggested that personality variables are significant predictors of job performance when carefully matched with the appropriate occupation and organization. The present study investigates the relationship between specific personality variables and job performance in a sample (N= 43) of accountants. The results indicate that even with the effects of cognitive ability taken into account, three personality scales (orientation towards work; degree of ascendancy; and degree and quality of interpersonal orientation) are significantly related to important aspects of job performance. It is suggested that the overall validity of selection strategies might be improved with the addition of measures of relevant personality dimensions when appropriately matched to an occupation and organization.
TL;DR: In this article, the authors proposed a conceptual model describing how an interaction of job involvement and organizational commitment can be useful for predicting employee turnover and absenteeism, and partially tested their conceptual model.
TL;DR: In this paper, the authors analyzed gender differences in job satisfaction among full-time workers and found that women report equal or greater job satisfaction than men in spite of objectively inferior jobs than men.
Abstract: This article analyzes gender differences in job satisfaction among full-time workers Why do women report equal or greater job satisfaction than men in spite of objectively inferior jobs? Analysis
TL;DR: The authors proposed an alternative model that ascribes a critical importance to ability during stages where workers are learning new tasks and performing unfamiliar functions, but less so during stages when workers are performing well-learned, familiar tasks (i.e., maintenance stages).
Abstract: Schmidt, Hunter, and Outerbridge's (1986) causal model of job performance suggests that cognitive ability is the most important cause of job performance and that the relationship between ability and performance is stable over time. Research on both the stability of skilled performance and the ability requirements of tasks is inconsistent with this model. Our article describes an alternative model that ascribes a critical importance to ability during stages where workers are learning new tasks and performing unfamiliar functions (i.e., transition stages) but less so during stages where workers are performing well-learned, familiar tasks (i.e., maintenance stages). The alternative model is shown to account for the findings explained by the Schmidt et al. (1986) model, as well as for findings that cannot be accounted for by their model.
TL;DR: In this paper, an exploratory study was conducted to examine the organization of three often used measures of job satisfaction, and the relationships between these job satisfaction measures and affective (positive and negative) and cognitive attitudinal components were assessed.
Abstract: An exploratory study was conducted to examine the organization of three often used measures of job satisfaction. Employing a convenient sample of 144 workers, who also were enrolled in evening graduate school courses, relationships between these job satisfaction measures and affective (positive and negative) and cognitive attitudinal components were assessed. The job satisfaction measures were found to vary considerably in terms of their affective and cognitive content. These results were discussed in terms of their relevance to the study of job attitudes.
TL;DR: In this article, two separate longitudinal field studies were conducted to assess the relationship between personal control and job satisfaction and performance, and it was found that personal control significantly predicted job satisfaction.
TL;DR: In this paper, the authors developed a model for examining the impact of monitoring on employee-level job satisfaction and turnover propensity, and found that for some employees the negative effects of monitoring are inherent, but for others its negative impact can be mitigated by attention to feedback/performance appraisal processes.
Abstract: Computer-aided monitoring is a phenomenon that is likely to become more prevalent in the workplace and, thus, central to understanding contemporary employee responses to work. This study develops a model for examining the impact of monitoring on employee-level job satisfaction and turnover propensity. The results show that for some employees the negative effects of monitoring are inherent, but for others its negative impact can be mitigated by attention to feedback/performance appraisal processes. While organizational-level rules pertaining to monitoring are important, managerial efforts aimed at minimizing negative consequences for the organization and individuals need to pay close attention to the feedback/performance appraisal processes.
TL;DR: This article reviewed the book "Controlling Work Stress: Effective Human Resource and Management Strategies" by M.T. Matteson and J.M. Ivancevich and found that it is a good book to read.
Abstract: The article reviews the book “Controlling Work Stress: Effective Human Resource and Management Strategies,” by M.T. Matteson and J.M. Ivancevich.
TL;DR: In this article, the authors examined the reactions of sales managers to potentially unethical salesperson behavior in a national survey of sales executives and found that four scenarios representing ethical issues were presente...
Abstract: Supervisory reactions of sales managers to potentially unethical salesperson behavior are examined in a national survey of sales executives. Four scenarios representing ethical issues were presente...
IBM1
TL;DR: This article conducted a study on the differences in management roles and activities across different levels and functions within an organization and found that the similarities of managerial tasks are greater than the differences among different levels of an organization.
Abstract: This article presents a study on the differences in management roles and activities across different levels and functions within an organization. The study asked more than a thousand managers to rate the relative importance of a number of managerial tasks to their jobs. It identified seven major factors or groups of management tasks. It confirmed that there are differences in the importance of managerial tasks across marketing, manufacturing and administrative functions. The study also revealed that the similarities of managerial tasks are greater than the differences. The practical implication of this finding is that a common approach to selecting, training and developing managers may developed within an organization.
TL;DR: The authors investigates the effects of supervisory initiation of structure and consideration on salespeople who differ in their specific self-esteem, need for clarity, sales experience, and self-pe...
Abstract: The author investigates the effects of supervisory initiation of structure and consideration on salespeople who differ in their specific self-esteem, need for clarity, sales experience, and self-pe...
TL;DR: Salesperson effectiveness in customer interaction is evaluated from a script-theoretic perspective and differences in salesperson performance are traced to differences in knowledge of the actions and beliefs of the salesperson.
Abstract: Salesperson effectiveness in customer interaction is evaluated from a script-theoretic perspective. Differences in salesperson performance are traced to differences in knowledge of the actions and ...
TL;DR: In this paper, the interactive effect of participation and job difficulty on managerial performance and work motivation in a budgetary context was examined, and it was found that managerial performance was high where perceived participation was commensurate with perceived level of job difficulty.
Abstract: This study examined the interactive effect of participation and job difficulty on managerial performance and work motivation in a budgetary context. Using middle-level managers from six companies working in various functional areas as subjects, this study found that managerial performance was high where perceived participation was commensurate with perceived level of job difficulty. On the other hand, performance was low where participation was not commensurate with the perceived level of job difficulty. No significant interactions were obtained with respect to work motivation.
TL;DR: An integrated model of turnover incorporating personal, organizational, and job experience variables as well as job attitudes and behavioral intentions as predictors of voluntary turnover among staff nurses confirmed the hypothesis that intention to leave would be the most immediate determinant of actual turnover.
Abstract: An integrated model of turnover incorporating personal, organizational, and job experience variables as well as job attitudes and behavioral intentions as predictors of voluntary turnover among staff nurses was tested. Results confirmed the hypothesis that intention to leave would be the most immediate determinant of actual turnover. Personal, organizational, and job experience variables were found to influence voluntary turnover only indirectly through their effects on three attitudinal variables: felt stress, job satisfaction and organizational commitment, and intention to leave. As hypothesized, the strength of the intention-turnover relationship decreased as the time interval between expressed intentions and turnover behavior increased.
Journal Article•
Book•
01 Jan 1989
TL;DR: In this paper, the authors present an overview of organizational behavior and its relationship with individual behavior, including individual characteristics, perception and personality motivation, learning and reinforcement motivation, needs and outcomes, job motivation, and job design.
Abstract: Introduction to organizational behaviour - people and organizations individual behaviour - individual characteristics - perception and personality motivation - learning and reinforcement motivation - needs and outcomes job motivation - evaluating and rewarding performance job design - intrinsic motivation job attitudes and behaviour job adaptation - careers and stress group and intergroup behaviour - group dynamics intergroup behaviour and conflict organizations - organizational theory organizational structure and design organizational processes - communication decision making leadership power and politics in organizations organizational change and development.