Effects of perceptions of equity and inequity on worker performance and satisfaction.

Hired 253 male undergraduates to perform clerical work for 7 consecutive 1/2-days. Feelings of inequity were experimentally induced by making ss feel overpaid, underpaid, or equitably paid. The naturally occurring induction was produced by changing the pay system 1/2 way through the week's work. Results in general are supportive of equity theory deductions. There were trends for (a) underpaid ss to decrease productivity in both conditions, and (b) overpaid ss to parallel the equitably paid groups over time. Effects on overall job satisfaction show that ss under both overreward and underreward conditions were less satisfied than ss made to feel equitably paid. Effects on job satisfaction were particularly strong under high-incentive conditions (modified piece-rate payment) as opposed to low-incentive conditions (flat hourly pay). (21 ref.) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Negative supervisory events: Effects on supervision and supervisory alliance.

What are the consequences when a supervisee experiences a negative event in supervision? Supervisee developmental level, supervisory working alliance, trainee attachment style, and negative supervisory events were examined to determine their relationship with one another. Findings underscore the destructive impact negative supervisory events can have on supervision and supervisee development. This impact varies depending upon a supervisee's developmental level or the strength of the supervisor--supervisee working alliance. Supervisors are encouraged to be more supportive of supervisees in early development, and suggestions are offered on ways to ensure a strong supervisory relationship. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Clinical supervision in Canadian academic and service settings: The importance of education, training, and workplace support for supervisor development.

A national sample of Canadian psychologists who provide clinical supervision in academic or service settings (n?=?156) was surveyed regarding their background preparation for clinical supervision, satisfaction with current supervisory load, and workplace support for supervisory activities and development. With respect to supervisor training and development, the authors found that (1) almost two-thirds of the Ss received no formal training in supervision, (2) most initially felt inadequately prepared to supervise trainees, (3) subsequent self-study of supervision was perceived as helpful, and (4) self-study was associated with administrative encouragement for professional development. Exploration of supervisory load and workplace support showed that (1) a large majority of Ss were satisfied with their load, (2) satisfaction did not differ across academic and service settings, and (3) supervisors in service settings were more satisfied with opportunities for peer support around supervision. Ss called for more training in supervision and increased amounts of time on the job to devote to supervision. The need for increased training in supervision at all levels, continuing professional education, and workplace enhancements to facilitate supervision are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationships between job difficulty, employee's attitude toward his job, and supervisory ratings of the employee effectiveness.

Using correlational techniques, an investigation was made of the relationships between job difficulty (estimated by job evaluation factors), employee attitudes toward his job, and job environment, and supervisory ratings of employee performance. As job difficulty increased, employee attitudes were significantly more positive toward the job, management, and communication, and opportunity for advancement. Partial correlations showed that the relationship between job satisfaction and job difficulty increased when the effects of general morale were eliminated. Supervisory ratings of employee effectiveness were significantly rated (negatively) to employee salary and job tenure. Correlations between employee's attitude dimensions indicate increasing complexity of job content and increased content with people as a part of the job, are positively related to an employee's attitude toward his job. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Predicting sales performance, job satisfaction, and depression by using the Achievement Strivings and Impatience-Irritability dimensions of Type A behavior.

Recent research suggested that two dimensions of Type A behavior, namely, Achievement Strivings (AS) and Impatience-Irritability (II), differentially predict physical health and performance outcomes. The present study extends this research and examines whether AS and II differentially predict work performance (number of insurance policies sold), work attitudes (job satisfaction), and depression in a sample of 117 life insurance salespersons. As hypothesized, after statistically controlling for relevant biographical variables and II, AS predicted the number of policies sold and job satisfaction but was not related to depression. After partialing out the effect of relevant biographical variables and AS, II was associated with depression but not with the number of policies sold. In addition, controlling for the same variables, II was negatively associated with job satisfaction. Implications for the prediction of sales performance, job satisfaction, and depression, and interventions designed to decrease the negative consequences of Type A by reducing II but not AS, are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Role perceptions, satisfaction, and performance: A partial reconciliation.

Role theory hypothesizes that role conflict and role ambiguity are negatively related to job satisfaction and performance. Results of recent research indicate, however, that role conflict and role ambiguity are not always negatively related to job satisfaction and performance: Sometimes no relationships are found. The present study used a rationale suggested by previous research and role theory to reconcile the inconsistent results of previous research. Data were obtained from 331 questionnaires completed by employees of a large manufacturing firm. The rationale for reconciliation was based upon the organization level of the employee. Role ambiguity was hypothesized to have a greater negative relationship than role conflict with job satisfaction and performance for employees at higher levels in an organization. Conversely, role conflict was hypothesized to have a greater negative relationship than role ambiguity with job satisfaction and performance for employees at lower levels in an organization. Results support the hypothesized relationships with job satisfaction but not with performance. The lack of support for the performance hypotheses is discussed in terms of an ability-adaptability phenomenon. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Are job characteristics related to fibrinogen levels in middle-aged women?

This study examined whether employment status or job characteristics thought to be stressful were related to fibrinogen level in a sample of 161 healthy middle-aged women. Employed women had higher fibrinogen levels than did nonemployed women. Moreover, among employed women, those who perceived high levels of job stress or low support from their bosses had elevated fibrinogen, independent of menopausal status. Perception of low support from one's boss was related to higher fibrinogen levels only among premenopausal women or postmenopausal women who were not using hormone replacement therapy. These results are consistent with the notion that stress associated with some job characteristics influences levels of fibrinogen in women. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relation between leadership style and empowerment on job satisfaction of nurses

OBJECTIVE: The authors explore the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center. BACKGROUND: Several empirical studies on transformational leadership-found that transformational leadership behaviors were positively related to work team success and leadership effectiveness. Transformational leadership processes have also been suggested to enhance followers' work-oriented values and shape the self-efficacies of followers. Employee empowerment may be influenced by the perception that the organization cares about its employees' well-being and that their work is valued. Empowering nurses may increase job satisfaction and improve patient care. Leadership style and empowerment influence job satisfaction among workers. METHODS: All nursing department staff were invited to complete a self-report questionnaire with no identifying information. Leadership style was measured using Bass's Multifactor Leadership Questionnaire, empowerment was measured with items from Spreitzer's Psychological Empowerment instrument, and job satisfaction was measured by Warr, Cook, and Wall's job satisfaction questionnaire. RESULTS: Both transformational and transactional leadership were positively related to job satisfaction, as was empowerment. Differences in the contributions of empowerment and leadership style in predicting job satisfaction for licensed and unlicensed workers was evident. CONCLUSION: Designing interventions that allow for the relative influence of leadership style as well as empowerment on varying classifications of nursing personnel may be a more effective strategy and have a greater effect on staff attitudes and behaviors.     

An evaluation of precursors of hospital employee turnover.

To evaluate a heuristic model of employee turnover, survey data were collected from 203 hospital employees. The questionnaire included measures of general and job facet satisfaction, thoughts about quitting, the intention to quit, the perceived probability of finding another job, and biographical information. Turnover data were collected 47 wks later. Zero-order correlations between job satisfaction and turnover, age–tenure and turnover, satisfaction and thinking of quitting, and intention to quit and turnover were consistent with previous research. When a simplified heuristic model of the employee withdrawal decision process was subjected to regression analysis, significant coefficients were evident from job satisfaction to thinking of quitting and intention to search, but not to actual turnover. As hypothesized, intention to quit exhibited the only significant coefficient with actual attrition. Results support the primacy of intentions in the withdrawal process and serve to further demonstrate the need for models of the turnover process more complete than the traditional dissatisfaction–turnover model. (26 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Impact of job experience and ability on job knowledge, work sample performance, and supervisory ratings of job performance.

Based on data from 4 independent studies reported by R. Vineberg and E. N. Taylor (1972) with a total sample size of 1,474, path analysis was used to examine the causal impact of job experience on job knowledge, performance capability as measured by job sample tests, and supervisory ratings of job performance. Findings support the conclusion that (1) when mean job experience is 2–3 yrs, there is substantial variance in job experience and (2) when the jobs are of an intermediate complexity level, job experience has a substantial direct impact on job knowledge and a smaller direct impact on performance capabilities as assessed by job sample measures. Job experience also has a substantial indirect effect on work sample performance through its effect on job knowledge, which, in turn, was found to be the strongest determinant of work sample performance. The pattern and magnitude of causal effects of general mental ability were similar to those of job experience. The effect of job knowledge on supervisory ratings was several times stronger than the effect of job sample performance, confirming the findings of J. E. Hunter (1983). When job experience was held constant, the direct impact of ability on the acquisition of job knowledge increased substantially, and this, in turn, increased the indirect effect of ability on job sample performance. (28 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Predicting absenteeism from prior absenteeism and work attitudes.

Recent reviews of the absenteeism literature indicate that absenteeism as a phenomenon is still neither well understood nor accurately predicted. The present study incorporated many of the suggestions for improving absenteeism research that were made in the reviews. More specifically, a longitudinal design was used to assess the accuracy with which the 1977 absenteeism (i.e., total days absent, absence frequency, and supervisory absenteeism rating) of 112 research scientists could be predicted from their previous absenteeism (1974–1976). In addition, the relationships between 1977 absenteeism and 3 work attitudes (job satisfaction, job involvement, and supervisory satisfaction) were assessed. Findings show that past absenteeism was a better predictor of 1977 absenteeism than were the 3 work attitudes. Data relevant to the psychometric equivalence and stability of the absenteeism measures are also reported. (14 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Black–White correlates of job satisfaction.

Multiple regression analysis of a sample made up of 3 independently drawn US national surveys (J. A. Davis, 1972, 1973, 1974) was used to estimate the correlation of 8 variables with job satisfaction among 275 Blacks and 1,748 Whites. Correlations were not large, and results were very similar for both races: With other variables controlled, age was the strongest predictor of job satisfaction, and social class, work autonomy, sex, and education showed no effects. Family income, supervisory position, and occupational prestige correlated with job satisfaction among Whites, but the relationships among Blacks are not significant. (21 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A multilevel model of the effects of equal opportunity climate on job satisfaction in the military.

To date, minimal work has explored associations between equal opportunity (EO) climate and employee work attitudes, and no known research has investigated the effects of EO climate beyond the individual level. We address these gaps in the literature by testing a multilevel structural equation model in which effects of EO climate are considered at both the individual and unit levels. At the individual level, we predicted that psychological EO climate would be directly associated with job stress and job satisfaction, as well as indirectly related to job satisfaction via stress. In addition, cross-level associations between unit EO climate and job stress and job satisfaction were hypothesized to be mediated by cohesion. Findings supported the proposed model; hypothesized relations were supported at both levels of analysis. We conclude with a discussion of the findings, study limitations, and directions for future EO climate research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Work resources, work-to-family conflict, and its consequences: A Taiwanese-British cross-cultural comparison.

The aim of this research was to explore relations between work resources (supervisory support and organizational family supportive values), work-to-family conflict (WFC), and work- and nonwork-related outcomes in a cross-cultural comparative context involving Taiwanese and British employees. The authors surveyed 264 Taiwanese employees and 137 British employees using structured questionnaires. For both Taiwanese and British employees, work resources were found to be negatively related to WFC but positively related to work satisfaction. WFC was negatively related to work and/or family satisfaction. More important, the authors found that nation moderated the relationship between supervisory support and WFC: Supervisory support had a stronger protective effect for Taiwanese than British employees. It is thus recommended that, in addition to introducing various family-friendly policies, companies should be more active in cultivating a family-supportive organizational culture and mobilizing managers to act as supporters of family life, especially in societies sanctioning collectivistic values and large power distance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Development and validation of the Supervisory Styles Inventory.

Conducted a series of studies to develop and validate the Supervisory Styles Inventory (SSI) with parallel versions for supervisors and trainees. The instrument and validation procedures were based on a conceptual model of interrelated sources of variability among supervisors. Four separate analyses consistently revealed 3 factors among the perceptions of heterogeneous samples of trainees and experienced supervisors, which suggests that supervisory style is multidimensional. Scales constructed from these factors—Attractive, Interpersonally Sensitive, Task Oriented—demonstrated robust reliabilities and construct validity. In one study, SSI scales discriminated within and between expert supervisors with different theoretical orientations working with the same supervisee. These results were consistent with other evidence that a highly task-oriented style is endorsed by cognitive-behavioral supervisors, a highly interpersonal style by psychodynamic and humanistic supervisors. Furthermore, these supervisory styles seem to be differentially related to trainees' level of experience—supervisors are more task oriented with beginners, more attractive and interpersonally sensitive with interns. All 3 styles were strongly associated with trainees' reported willingness to work with different model supervisors and satisfaction with supervision. (39 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Psychology of employee lateness, absence, and turnover: A methodological critique and an empirical study.

Data on organizational commitment, job satisfaction, lateness behavior, unauthorized absence behavior, voluntary employee turnover, and biographical and situational information were obtained for 406 employees of an engineering plant in England. Results suggest the need for examination of the impact of behavior on affect. It is concluded that the generalized notion of "withdrawal" is misleading and that a redirection of research in this area both through methodological improvements and theoretical innovation is needed. (57 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationships of job and family involvement, family social support, and work–family conflict with job and life satisfaction.

A model of the relationship between work and family that incorporates variables from both the work-family conflict and social support literatures was developed and empirically tested. This model related bidirectional work-family conflict, family instrumental and emotional social support, and job and family involvement to job and life satisfaction. Data came from 163 workers who were living with at least 1 family member. Results suggested that relationships between work and family can have an important effect on job and life satisfaction and that the level of involvement the worker assigns to work and family roles is associated with this relationship. The results also suggested that the relationship between work and family can be simultaneously characterized by conflict and support. Higher levels of work interfering with family predicted lower levels of family emotional and instrumental support. Higher levels of family emotional and instrumental support were associated with lower levels of family interfering with work. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Sex differences in the appropriateness of supervisory styles: A nonmanagement view.

Three different supervisory styles (directive, rational, or friendly) portrayed by male vs female supervisors were rated by 30 male, average age 27.9 yrs, and 30 female, average age 27.2 yrs, nonmanagement personnel. Ss evaluated the effectiveness of, and their satisfaction with, the various styles portrayed as though they were the subordinates. The directive style was rated least favorably when it is displayed by female supervisors. Results indicate that nonmanagement employees' sex role stereotypes merit further investigation. Also, a contingency view of leadership should take into account that the sex of subordinate and of supervisor jointly suggest the appropriate supervisory style. (PsycINFO Database Record (c) 2010 APA, all rights reserved)