Does affective disposition moderate the relationship between job satisfaction and voluntary turnover?

J. Weitz (1952) argued that job dissatisfaction would be more predictive of turnover if it was considered in light of an individual's predisposition to be satisfied with everyday life events. In the present study it was hypothesized that affective disposition moderates the relationship between job satisfaction and voluntary turnover. With data collected from a sample of nurses, support was indicated for the hypothesis. The more positive the disposition of the individual, the stronger the relationship that was observed between job dissatisfaction and turnover. Furthermore, individuals dissatisfied with their jobs but positively disposed to life in general were the individuals most likely to quit. Implications of the results for future research and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Intracellular signaling of osteogenic protein-1 through Smad5 activation

This research examines job satisfaction and need for autonomy of 190 registered nurses in Hong Kong using a cross-sectional survey design. The level of job satisfaction towards six job components (autonomy, professional status, pay, interaction, task requirements and organizational policies) was measured using the Index of Work Satisfaction. Results showed that the sample was dissatisfied more than satisfied, they valued the job components of autonomy, professional status and pay more than interaction, task requirements and organizational policies. In addition, comparisons were made between nurses working in different hospitals and also different nursing units within a hospital. The level of need for autonomy was assessed using the autonomy subscale of the Edwards Personal Preference Schedule. Results showed that the level of need for autonomy of this group of nurses was below the mid-score of the sub-scale and there was no significant relationship between their satisfaction with job autonomy and their individual need for autonomy.     

The relationships among asymmetry in task dependence, perceived helping behavior, and trust.

Social relations analyses involving 132 working relationships among 60 individuals from 29 teams revealed that an increase in a team member's task dependence on another team member was associated with higher levels of perceived help from and interpersonal trust in that specific team member, provided the other member was highly task dependent on the focal member. The degree to which an actor perceived a relationship with a partner to be helpful partially mediated the relationship between task dependence and trust. These findings highlight the importance of attending to asymmetries in task dependence and provide valuable insights into mechanisms that can explain the development of trust in organizational work teams. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A contingency model of conflict and team effectiveness.

The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict–team performance relationship. Specifically, the relationship is curvilinear in the shape of an inverted U when relationship conflict is low, but the relationship is linear and negative when relationship conflict is high. The results for team-member satisfaction are more equivocal, but the findings provide some evidence that relationship conflict exacerbates the negative relationship between task conflict and team-member satisfaction. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Exploring Team Support: The Role of Team's Design, Values, and Leader's Support.

This study addressed the issue of team support and explored the role of structural factors, namely, job enrichment designs; the role of cultural factors, namely, individualism-collectivism and power distance; and the role of the leader's support, which served as support carrier in teams. With 56 nursing teams, the results demonstrated that whereas leader's support, collectivism, and low power distance facilitated team support, job enrichment designs placed constraints on the accessibility of support to team members. Additionally, leader's support and low power distance moderated the negative impact of job enrichment on team support. These findings suggest that support is not primarily a burst of altruism displayed by individuals, and they draw attention to the teams' contexts that most likely serve to encourage team members to engage in support. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Task design, outcome interdependence, and individual differences: Their joint effects on effort in task-performing teams (Commentary on Huguet et al., 1999).

Analyses of effort problems in groups, like that of P. Huguet, E. Charbonnier, and J.-M. Monteil (see record 1999-13879-004), have implications for how tasks are designed for work teams, how outcomes are distributed, and the complex interrelations between personality characteristics of team members and their response to the work situation. Whereas group members working on uninvolving tasks tend to loaf, when task interdependence is high and the goals are meaningful individuals in groups often expend more rather than less effort. Moreover, whereas the group's outcomes are sometimes determined by the qualities of the individuals in the groups, in other cases the experience of working collectively changes individuals (e.g., individuals who prefer to work alone change to prefer working in groups after experiencing the benefits of working collectively). In consequence, findings about individual differences are often the hardest to apply when making decisions about work group design and composition. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Impact of a CareMap and case management on patient satisfaction and staff satisfaction, collaboration, and autonomy

The purpose of this research was to evaluate the effect of a CareMap and nursing case management on patient satisfaction and staff job satisfaction, collaboration, and autonomy. The patients who had a CareMap and a nurse case manager were more satisfied with their care. The multidisciplinary staff who worked on the experimental unit had increased job satisfaction and nurses who applied and were selected for case management positions had higher levels of collaboration and increased autonomy. Multidisciplinary team members who developed the CareMap also had higher levels of collaboration than other multidisciplinary staff on the experimental unit and their job satisfaction with quality of care increased under this new care delivery system.     

Valence of and Satisfaction with Job Outcomes

Approximately 2,800 unionized construction workers were surveyed and responses were received from 703, representing all crafts except boilermakers. The workers were asked about the importance they attach to various job related factors and their satisfaction with each factor. The 28 individual factors were reduced to seven using a factor analysis technique. The most important set of factors were those relating to the intrinsic nature of the work: working like a craftsman, performing challenging work, etc. The set of factors with which the workers was most satisfied was that of performance level: high productivity; quantity; and doing your work in a craftsmanlike manner. Individual factors that require attention on the part of contractors to improve worker motivation and satisfaction were identified using a 2×2 matrix that allowed the combination of importance and satisfaction scores. Overall satisfaction with the job was measured and a multiple regression analysis revealed that satisfaction with intrinsic factors makes the greatest contribution to general job satisfaction.     

Relationship of solo status, academic rank, and perceived distinctiveness to job satisfaction of racial/ethnic minorities.

The relationships among solo status of racial/ethnic minorities in psychology departments, job satisfaction, and subjective feelings of distinctiveness were examined. Distinctiveness was defined as stigmatizing feelings associated with token status of racial/ethnic minorities in academia. It was hypothesized that minorities in positions of solo (relative to nonsolo) status within their departments, members of more stigmatized groups, and minorities occupying lower academic ranks would feel more distinctive and less satisfied with their jobs and that perceptions of distinctiveness would mediate job satisfaction. The data partially supported these hypotheses, most notably for African Americans. The implications of situational salience and the importance of recognizing differences among and between minority groups are considered. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The nonlinear effects of job complexity and autonomy on job satisfaction, turnover, and psychological well-being.

This study examines the interactive relationship between job complexity and job autonomy on job satisfaction, turnover intentions, and psychological well-being. It was hypothesized that the positive or motivating effects of job complexity are only realized when workers are given enough autonomy to effectively meet the challenges of complex jobs. Results show that not only do job complexity and job autonomy interact, but that the relationships to the outcome variables are curvilinear in form. Job complexity is shown to be both a motivator and a stressor when job autonomy is low. However, the most beneficial effects of job complexity occur when it is matched by a high level of job autonomy. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team adaptation and postchange performance: Effects of team composition in terms of members' cognitive ability and personality.

The present study extended research on relationships between individual differences and individual-level adaptation (J. A. LePine, J. A. Colquitt, & A. Erez, 2000). This study focused on team-level relationships (N = 73 teams) and demonstrated that after an unforeseen change in the task context, performance was superior for teams with members who had higher cognitive ability, achievement, and openness and who had lower dependability. These relationships were mediated by a measure of role structure adaptation (i.e., the effectiveness with which teams adapted their role structure when faced with an unforeseen change in their task context). Members' individual differences did not explain variance in team performance prior to the unforeseen change in the task context. Overall, results suggest differential relationships for team composition across routine and changing task contexts. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An examination of organizational and team commitment in a self-directed team environment.

A model hypothesizing differential relationships among predictor variables and individual commitment to the organization and work team was tested. Data from 485 members of sewing teams supported the existence of differential relationships between predictors and organizational and team commitment. In particular, intersender conflict and satisfaction with coworkers were more strongly related to team commitment than to organizational commitment. Resource-related conflict and satisfaction with supervision were more strongly related to organizational commitment than to team commitment. Perceived task interdependence was strongly related to both commitment foci. Contrary to prediction, the relationships between perceived task interdependence and the 2 commitment foci were not significantly different. Relationships with antecedent variables help explain how differential levels of commitment to the 2 foci may be formed. Indirect effects of exogenous variables are reported. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Interorganizational Teamwork in the Construction Industry

Interorganizational teamwork has attracted considerable attention over the years and is one of the characteristics of the construction industry. However, most of the research has just focused on the factors necessary for team success, rather than investigating human perceptions of interorganizational teamwork and what factors affect the individual’s perception that they are working in a team. Building on a modified model, the effects of cultural and context factors (individualism and power distance) and employee attitudes (task interdependence and trust) on team orientation (the individual’s perception of working in a team) were investigated in this research. Data were collected via questionnaire surveys from a sample of construction practitioners working in interorganizational project teams in Hong Kong. Using correlation and multiple regression analyses, the findings indicated that, as hypothesized, there were positive relationships between team orientation and contractual trust, competence trust and task interdependence, but there was a negative relationship between team orientation and opportunism. The results further suggested that the influence of team orientation was moderated to a certain extent by individualism and power distance in some employees’ attitudes.     

The interactive effect of chronic exposure to noise and job complexity on changes in blood pressure and job satisfaction: A longitudinal study of industrial employees.

The hypothesis of this study was that noise exposure level and job complexity interact to affect changes in blood pressure (BP) levels and job satisfaction over 2–4 yrs of follow-up. Results showed that among workers exposed to high noise, those with complex jobs showed increases in BP that were more than double shown by those with simple jobs. Under low noise exposure, there was a small increase in BP for workers with complex jobs but about a 3-fold increase in workers with simple jobs. The prevalence of elevated BP showed a similar trend. Job satisfaction increased among workers with complex jobs but was much less in those exposed to high noise. It was concluded that exposure to occupational noise has a greater negative impact on changes in BP and job satisfaction over time among those performing complex jobs. In contrast, job complexity had a clear beneficial effect for workers exposed to low noise. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationships between leader behavior and subordinate satisfaction and performance: A test of some situational moderators.

Examined the effects of 4 situational moderators on the relationships between (a) leader behavior and subordinate satisfaction and (b) leader behavior and subordinate performance, in a social services organization. Respondents--54 Black counselors and people-helping workers--described their job satisfaction, role clarity, and the behavior of their leaders ( n = 19), while the leaders evaluated the respondents' job performance. Using subgroup moderator analyses, the effect of work unit size was significant, with leader structure related to satisfaction in larger units and consideration related to satisfaction in smaller units. Results confirm earlier findings that in low-stress jobs consideration enhances satisfaction and performance but that in high-stress jobs, structure is helpful. Also confirmed were results of previous studies showing that high structure had dysfunctional effects only when accompanied by low consideration. Finally, role clarity did not moderate the relationship between leader behavior and subordinate satisfaction and performance. (37 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Taking the reins: The effects of new leader status and leadership style on team performance.

New leaders face a challenging task when they take charge of their teams. They have to determine how best to guide the work process, and they must understand how their behaviors will affect the members of their team. This research examines how a newly assigned team leader's status moderates subordinates' reactions to different leadership styles to affect assessments of the leader's self-confidence and effectiveness, and how this impacts team performance. Across 2 experimental studies, results demonstrate that low-status leaders are rated as more effective when they use a directive style, whereas high-status leaders are viewed as more effective when they use a participative style, and this relationship is mediated by perceptions of self-confidence. In addition, teams whose leaders are viewed more favorably perform better on a complex group task. These findings imply that low-status individuals are able to enhance their level of personal power by drawing on whatever positional power they hold, whereas high-status individuals are better off relying solely on their personal power to influence others. This research also provides a clear demonstration that assessments of new leaders' behaviors are subject to an appraisal that is clouded by observers' status perceptions and attributions. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

A multilevel study of leadership, empowerment, and performance in teams.

A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams. Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team cognition in experienced command-and-control teams.

Team cognition in experienced command-and-control teams is examined in an UAV (Uninhabited Aerial Vehicle) simulation. Five 3-person teams with experience working together in a command-and-control setting were compared to 10 inexperienced teams. Each team participated in five 40-min missions of a simulation in which interdependent team members control a UAV to take reconnaissance photos. Experienced teams exceeded performance of inexperienced teams, suggesting transfer of previous command-and-control experience. Compared to inexperienced teams, experienced teams had fewer errors on process-related training knowledge, superior team process ratings, and communications containing fewer coordination-related utterances. These findings support the view that team cognition emerges through the interactions of team members, that interactions distinguish high-performing teams from average teams, and that these interactions transfer across different tasks. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Utility of managerial self-planning on a simulated production task with replications in twelve countries.

A total of 1,416 managers from 12 countries completed the "Exercise Organization" simulation in 3-man teams during the course of management training workshops. After team planning on how to execute a task that simulates production and assembly, they exchanged plans with another team. Then both teams executed both plans. A counterbalanced order was used so that half of the teams executed their own plan first and half executed the other team's plan first. As expected, objective output and efficiency were significantly greater when executing own plans. Objective payoff from self-planning was greatest for North Americans and least for Germans and Danes. Significant order effects emerged. Payoff was much greater from self-planning by participants with practice than without practice. Moreover, self-planning resulted in greater felt responsibility, job satisfaction, and satisfaction with the plan. (PsycINFO Database Record (c) 2010 APA, all rights reserved)