Discriminant validation of measures of job satisfaction, job involvement, and organizational commitment.

Discriminant validity of measures of job satisfaction, job involvement, and organizational commitment was empirically evaluated using data collected from a sample of 577 full-time employees of a 327-bed Veterans Administration Medical Center. The {lisrel vi} computer program was used to conduct a confirmatory factor analysis of items from measures of these three concepts and to evaluate relations between other job-related variables and the three attitudinal measures. Results of these analyses indicated that the measures of job satisfaction, job involvement, and organizational commitment assess empirically distinct concepts. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Autonomy and workload among temporary workers: Their effects on job satisfaction, organizational commitment, life satisfaction, and self-rated performance.

This study investigates the role of autonomy and workload in explaining responses of temporary employees (N=189) compared with permanent employees (N=371) on job satisfaction, organizational commitment, life satisfaction, and performance. Results based on regression analyses suggest that the effects of contract type are not mediated by autonomy or by workload. Rather, this study partially supports hypotheses on the differential reactions of temporaries and permanents to autonomy or workload; autonomy was not predictive for temporaries' job satisfaction and organizational commitment, and workload was not predictive for temporaries' life satisfaction, whereas they were predictive for permanents' responses. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The moderating effects of employee tenure on the relation between organizational commitment and job performance: A meta-analysis.

This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 1974] vs. other). The implications and future research directions of these results are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of personal work goals in newcomers' job satisfaction and organizational commitment: A longitudinal analysis.

This study examined the importance of 3 characteristics of personal work goals (i.e., commitment, attainability, and progress) in accounting for changes in newcomers' affective job attitudes (i.e., job satisfaction and organizational commitment) during the 1st months of employment. Twenty weeks after organizational entry, 81 newcomers provided a list of their personal work goals. Goal attributes and job attitudes were assessed at 3 testing periods covering 8 months. Goal commitment was found to moderate the extent to which differences in the attainability of personal goals at the workplace accounted for changes in job satisfaction and organizational commitment. Goal progress mediated the interactive effect of goal commitment and attainability on newcomers' job attitudes. Findings are discussed with respect to their relevance for proactive approaches to organizational socialization. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceived organizational support, discretionary treatment, and job satisfaction.

A diverse sample of 295 employees drawn from a variety of organizations was surveyed to investigate (a) whether the relationship between the favorableness of job conditions and perceived organizational support (POS) depends on employee perceptions concerning the organization's freedom of action and (b) whether POS and overall job satisfaction are distinct constructs. The favorableness of high-discretion job conditions was found to be much more closely associated with POS than was the favorableness of low-discretion job conditions. No such relationship was found between job conditions and satisfaction. To decide how much the organization values their contributions and well-being, employees distinguish job conditions whose favorableness the organization readily controls versus job conditions whose favorableness is constrained by limits on the organization's discretion. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Extension of the Schmidt and Hunter validity generalization procedure to the prediction of absenteeism behavior from knowledge of job satisfaction and organizational commitment.

Examined whether the weak relationship between job satisfaction and absenteeism could be explained by the statistical artifacts of I. L. Schmidt et al (see record 1978-11448-001) (criterion unreliability, predictor unreliability, range restriction, sampling error, computational and typographical errors, criterion contamination and deficiency, and slight differences in factor structures). Data were collected on job satisfaction and organizational commitment from 242 sales employees. Evidence of differences were found on variable means, standard deviations, reliabilities, and predictive validities. However, when 6 artifacts were controlled, little variability in validities remained. (32 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The moderating role of employee positive well being on the relation between job satisfaction and job performance.

This research provides further clarification to the age-old quest to better understand the happy/productive worker thesis. Using data from 109 managers employed by a large (over 5000 employees) customer services organization on the West Coast of the United States, both job satisfaction (r = .36, p     

Job insecurity and employability in fixed-term contractors, agency workers, and permanent workers: Associations with job satisfaction and affective organizational commitment.

This study investigates how job insecurity and employability relate to job satisfaction and affective organizational commitment in permanent workers, fixed-term contract workers, and temporary agency workers. The authors hypothesized that (a) job insecurity relates negatively to job satisfaction and affective organizational commitment, and this relationship is strongest in permanent workers and weakest in temporary agency workers; and that (b) employability relates positively to job satisfaction and negatively to affective organizational commitment, and this relationship is strongest in temporary agency workers and weakest in permanent workers. Hypotheses were tested in workers (permanent: n = 329; fixed term; n = 160; temporary agency: n = 89) from 23 Belgian organizations. The results show that job insecurity related negatively to the outcomes for permanent workers and temporary agency workers. This relationship was not significant for fixed-term contract workers. Employability related negatively to the outcomes for fixed-term contract workers and temporary agency workers, and this relationship was not significant for permanent workers. The 3 groups had different interpretations of what constitutes a stressor and about what signals a good employment relationship. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The impact of organizational downsizing on the job satisfaction of nurses

Professional nurses across Canada are being affected by health reform initiatives designed to deinstitutionalize the health care system. This panel study examined the impact this restructuring has had on nurses' overall job satisfaction as well as their satisfaction with various aspects of their job and work environment. The participants consisted of 345 nurses employed in 3 community hospitals in southwestern Ontario. Hospital downsizing had relatively little effect on overall job satisfaction, satisfaction with kind of work, amount of work, and physical work conditions. However, compared to before the downsizing, nurses reported a significant deterioration in satisfaction with their career future, hospital identification, supervision, and co-workers following the implementation of restructuring initiatives. We discuss the organizational and management implications of these findings and suggest ways that hospital administrators can minimize the negative effects of downsizing on nursing professionals.     

Leader group prototypicality and job satisfaction: The moderating role of job stress and team identification.

The authors examined the relationship between leader group prototypicality (the extent to which a leader is representative of the collective identity) and job satisfaction as an indicator of leadership effectiveness. Leader group prototypicality was expected to interact with job stress and team identification, such that leader group protototypicality is more strongly related to job satisfaction for followers with higher job stress and team identification. Two cross-sectional surveys (N = 329 and N = 89) conducted with the employees of 4 Italian organizations provided support for this hypothesis. The authors discuss how these findings extend our understanding of leadership effectiveness within the social identity model of leadership. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee reactions to ergonomic job design: The moderating effects of health locus of control and self-efficacy.

A field survey of 180 municipal government office employees (82% women, 21–75 years old) investigated the potential moderating effects of internal health locus of control (HLOC) and self-efficacy on employees' reactions to ergonomic job design. Internal HLOC moderated the associations between ergonomic job design and somatic complaints and turnover intentions, and, to a lesser extent, job satisfaction. Self-efficacy moderated the associations between job design and job satisfaction, somatic complaints, and, to a lesser extent, persistent pain. Employees with low self-efficacy or low internal HLOC were influenced more by their physical job conditions than those with high self-efficacy or high internal HLOC. Implications for the ergonomic design of offices are discussed. (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)     

Stable predictors of job satisfaction, psychological strain, and employee retention: An evaluation of organizational change within the New Zealand Customs Service.

Recent changes in employment conditions have resulted in the increased exposure of workers to unfavorable job characteristics and to consequential increases in adverse individual and organizational health outcomes. In this article the authors evaluate the steps undertaken by one proactive employer to reduce these adverse outcomes. Three organization-wide surveys (n = 350, 316, and 405) were conducted over a 3-year period within the New Zealand Customs Service to determine the influence of perceived job conditions on individual and organizational health outcomes. Staff retention and employee satisfaction significantly improved over time and these increases were attributable to workplace improvements. Stable predictors of job satisfaction included minor daily stressors, positive work experiences, job control, and perceived supervisor support. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationship of job characteristics to job involvement, satisfaction, and intrinsic motivation.

Administered questionnaires to 291 scientists working in research and development laboratories. Results of a factor analysis indicate that job-involvement attitudes, higher order need-satisfaction attitudes, and intrinsic-motivation attitudes should be thought of as separate and distinct kinds of attitudes toward a job. These 3 types of attitudes related differentially to job design factors and to job behavior. Satisfaction proved to be related to such job characteristics as the amount of control the job allowed the holder and the degree to which it is seen to be relevant to the holder's valued abilities. Satisfaction was not related to either self-rated effort or performance. Job involvement, like satisfaction, bore a significant relationship to certain job characteristics; unlike satisfaction, however, involvement was positively related to self-rated effort. Intrinsic motivation was less strongly related to the job characterisitcs measured, but was more strongly related to both effort and performance than was either satisfaction or involvement. (15 ref.) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee self-enhancement motives and job performance behaviors: Investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment.

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe the employees to be more committed. The results from a sample of 84 working students indicate that role ambiguity moderated the effects of self-enhancement motives on job performance behaviors and that managerial perceptions of an employee's commitment moderated the effects of those organizational citizenship behaviors that are aimed at other individuals on managers' reward allocation decisions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Status, job satisfaction, and factors of job satisfaction of state institution and clinic psychologists.

"In this report we will compare psychologists with other mental hygiene professionals—psychologists in state schools and hospitals with psychologists in clinics." Ss were 80 psychiatrists, 80 psychologists, 80 social workers, 80 teachers, 80 nurses (40 of each group in state institutions and 40 in nonstate institutions) and, in addition, 59 upper middle class and 51 lower middle class Ss. There is "limited support for the hypothesis which states that status and job satisfaction are related." The hypothesis that "the status of state institution psychologists is lower than that of clinic psychologists, is generally substantiated." The hypothesis that "there are differences in the job satisfaction of the two groups of psychologists finds some support." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A longitudinal test of the investment model: The impact on job satisfaction, job commitment, and turnover of variations in rewards, costs, alternatives, and investments.

A 12-mo longitudinal study of 88 newly hired nurses and junior accountants (mean age of all Ss 24 yrs) tested a series of assumptions from the authors' (see record 1981-31481-001) investment model concerning the determinants of job satisfaction, job commitment, and turnover. In general, greater job satisfaction resulted from high job rewards and low job costs; whereas strong job commitment was produced by high rewards, low costs, poor alternative quality, and large investment size. Whereas the impact of job rewards on satisfaction and commitment remained relatively constant, job costs seemed to exert an increasingly powerful influence over time. Investment size also exerted greater impact on job commitment with the passage of time. Just prior to their leaving, the job commitment of Ss who left was best predicted by a combination of rewards, costs, and alternatives. Ss who stayed and those who left differed from one another with regard to changes over time in each investment model factor—those who left experienced greater decline in rewards, increase in costs, increase in alternative quality, and decrease in investment size than those who stayed. Turnover appeared to be mediated by a decline over time in degree of job commitment. (28 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organizational and individual factors affecting mental health and job satisfaction: A multilevel analysis of job control and personality.

This study evaluated variation at the individual and work unit levels in the relations of job control, hostility, and trait anxiety to mental health and job satisfaction. Questionnaire data from a sample of 2,900 employees working at 152 hospital wards were analyzed by means of multilevel regression analyses. Results showed that mental health (General Health Questionnaire-12), varying mainly at the individual level, was explained mostly by hostility and trait anxiety. Job satisfaction varied significantly at the individual and the ward level. Job control accounted for most of this multilevel variation. Thus, this study demonstrated the significance of individual characteristics and organizational effects in explaining the mental health and job satisfaction of employees. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A causal-correlational analysis of the job satisfaction and performance relationship.

Gathered job satisfaction and performance data from about 80 newly hired female telephone operators after 1 and 3 mo work experience. This was not an experimental study, but tentative causal inferences were drawn from these longitudinal data by using a combination of cross-lagged and dynamic correlations. The overall relationship between satisfaction and performance was slightly positive, but the direction of causality was unclear. When job satisfaction was split into extrinsic and intrinsic components, the data suggest that performance causes intrinsic satisfaction and that extrinsic satisfaction causes performance. Both the type of job and the fact that these were new hires were offered as alternative explanations for these results. (23 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)