Job satisfaction and other job attitudes.

2013 ◽  
pp. 675-691 ◽  
Author(s):  
Reeshad S. Dalal ◽  
Marcus Credé
Keyword(s):  
Job Satisfaction ◽  
Job Attitudes

Employee Age and Perceptions of Work in Self-Managing and Traditional Work Groups

1996 ◽  
Vol 42 (4) ◽  
pp. 291-312 ◽  
Author(s):  
Bert Hayslip ◽  
Carolyn Miller ◽  
Michael M. Beyerlein ◽  
Douglas Johnson ◽  
William Metheny ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Group Performance ◽  
Work Teams ◽  
Work Groups ◽  
Job Attitudes ◽  
Joint Effect ◽  
Work Design ◽  
Older Employees ◽  
Traditional Work ◽  
The Impact

Self-managing work groups are a form of work design in which employees take responsibility for the group's tasks and have discretion over decisions which impact group performance. To explore the impact of age and work teams on job attitudes, data from 477 employees suggested that self-managed work group members differed from traditional job holders regarding perceived general job satisfaction, perceived control by supervisors, as well as a number of specific dimensions of the work environment. Moreover, while there was evidence of an age effect on attitudes toward supervisory control, there was no joint effect of age by work design on job attitudes, i.e., one's perceived general job satisfaction. Older employees who were members of self-managed work groups were however, more impacted by this form of work design in reporting more positive perceptions of their access to information essential to the performance of their work. These findings suggest that an “older” work force should not be considered a barrier to implementing a work teams approach to job design.

Significance of Job Attitudes and Motivation in Fostering Knowledge Sharing Behaviour Among Bank Personnel

2021 ◽  
Vol 20 (01) ◽  
pp. 2150003
Author(s):  
Muhammad Umar ◽  
Maqbool Hussain Sial ◽  
Syed Ahmad Ali
Keyword(s):  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Job Involvement ◽  
Job Attitudes ◽  
Partial Least Square ◽  
Least Square ◽  
Future Research ◽  
Public And Private ◽  
Knowledge Intensive ◽  
Public And Private Sector

This research examines the association of job attitudes (i.e. job involvement, job satisfaction, and commitment) with knowledge sharing behaviour of bank personnel through behavioural antecedents (i.e. motivation, attitude, and intentions to share knowledge). The hypothesised relationships among job attitudes (excluding job involvement), behaviour antecedents, and knowledge sharing behaviour are significant and consistent. Notably, the association of job satisfaction with the motivation to share knowledge is insignificant. The survey results are based on data from a stratified multistage cluster sample of 316 public and private sector bank professionals from Pakistan, analyzed using Partial Least Square (PLS)-Structure Equation Modelling (SEM). The research provides a framework for theoretical and practical implications in knowledge-intensive organisations to foster knowledge sharing that increases individual as well as organisational productivity. The study paves the way for future research by including knowledge-oriented leadership, culture, trust, knowledge governance, and citizenship behaviour in the current framework for analysis in diverse geographical and demographical contexts.

scholarly journals SIKAP KERJA ADVOKAT PADA ORGANISASI PROFESIONAL

2020 ◽  
Vol 15 (2) ◽  
pp. 353-368
Author(s):  
Tukinu Tukinu ◽  
Istiatin Istiatin ◽  
Supawi Pawenang
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Data Analysis ◽  
Organizational Commitment ◽  
Data Collection ◽  
Multiple Regression Analysis ◽  
Multiple Regression ◽  
Survey Research ◽  
Job Attitudes ◽  
Data Collection Technique

The objective of the research is to analyze the effect of professionalism, job satisfaction, and organizational commitment on job attitudes among members of Indonesian Advocate Congress (Kongres Advokat Indonesia/ KAI) in Solo Raya. The type of the research is survey research. The sample of the research uses non-probability census sampling. The data collection technique was done using questionnaire. The data analysis is done using multiple regression analysis. The research concluded that professionalism, job satisfaction, and organizational commitment affect the job attitudes among advocates both simultaneously and partially

scholarly journals Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

2021 ◽  
Vol 12 ◽  
Author(s):  
Zhen Yan ◽  
Zuraina D. Mansor ◽  
Wei C. Choo ◽  
Abdul R. Abdullah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Turnover Rate ◽  
Psychological Capital ◽  
Job Attitudes ◽  
The Other ◽  
Equation Modeling ◽  
High Turnover ◽  
Other Hand

High turnover rate is one of the striking features of the hotel industry and one of the most significant challenges. High turnover rate causes substantial costs for recruitment, selection and training in hotels, on the other hand, it also leads to negative consequences such as the decline of organizational performance and service quality. Thus, it is necessary to search for the root causes of turnover and put forward solutions. This study was designed to examine the impact of psychological capital (PsyCap), organizational commitment (OC), and job satisfaction (JS) on turnover intention among hotel employees. Additionally, it aimed to test the mediating roles of job satisfaction (JS) and organizational commitment (OC). The data were obtained from 228 hotel customer-contact employees with a time lag of two weeks in three waves in Kuala Lumpur based on convenience sampling. A series of structural equation modeling analyses were utilized to investigate hypothesized relationships. The results reveal that there exists a significant and negative impact of PsyCap on employees’ turnover intention and this correlation is partially mediated through two job attitudes. That is to say, to retain hotel talents, five-star hotel management should take proper measures to help employees obtain and maintain positive psychological resources such as PsyCap, on the other hand, how to cultivate positive job attitudes and strengthen their sense of identification and belonging for their organizations is supposed to be more focused on.

scholarly journals A study on employees job satisfaction in organisations

2021 ◽  
Vol 11 (3) ◽  
pp. 14-15
Author(s):  
Jawahar Supraveen U ◽  
Jawahar Surendra U
Keyword(s):  
Job Satisfaction ◽  
Emotional Response ◽  
Job Attitudes ◽  
Job Security ◽  
Work Place ◽  
Personal Factors ◽  
Theoretical Orientations ◽  
Internal Locus Of Control ◽  
Organisational Factors ◽  
To Receive

Job satisfaction shows that personal factors such as an individual needs and aspirations determine his/her attitude, along with group and organisational factors such as relationships with co-workers and supervisors and working conditions, work policies, and compensation. Job satisfaction reflects the extent to which people find gratification or fulfillment in their work. A satisfied employee tends to make positive contributions to absent less often, and to stay with the organisation. The effect of job satisfaction goes beyond organisational setting and structure. Satisfied employees are more likely to be satisfied responsible citizens. These people will hold a more positive attitude towards life in general and make for a society of more psychologically & physically healthy. Job satisfaction has been considered as state of pleasurable condition. Job satisfaction is often thought to be synonymous with job attitudes, but is important to recognize that those with different theoretical orientations may use the term somewhat differently. Some measure job satisfaction in terms of the gratification of strong needs in the work place. Others see it as the degree of divergence between what a person perceives is actually and what he expects to receive from the work and what that person performs. It can also be defined as the extent to which work is seen as providing those things that one considers conducive to one’s welfare. In yet another view, job satisfaction is considered a purely emotional response to job situation. Job satisfaction depends on several different factors such as satisfaction with pay, promotion opportunities, fringe benefits, job security, and relationship with co-workers and supervisor. Employees who have an internal locus of control and feel less alienated are more likely to experience job satisfaction,job involvement and organizational commitment.

Comparison of Unweighted and Importance-Weighted Job Satisfaction Measures for Three Samples of Female Office Workers

1971 ◽  
Vol 28 (3) ◽  
pp. 779-782 ◽  
Author(s):  
L. K. Waters ◽  
Darrell Roach
Keyword(s):  
Job Satisfaction ◽  
Job Attitudes ◽  
Office Workers ◽  
Three Samples ◽  
Termination Criterion ◽  
Satisfaction Measures

Multiplicative importance-weighted and unweighted composites of job-satisfaction components were correlated with separate measures of over-all job attitudes and a termination criterion. In no case did the use of weighting for importance result in higher correlations with criteria than the use of raw-score unit weights.

Educational Leadership and Job Satisfaction

2020 ◽  
Author(s):  
Raimonda Alonderiene ◽  
Margarita Pilkiene
Keyword(s):  
Job Satisfaction ◽  
Educational Leadership ◽  
Job Attitudes ◽  
Teacher Job Satisfaction ◽  
Educational Organizations ◽  
Leadership Theories ◽  
Teaching Role ◽  
The Many ◽  
The Relationship ◽  
Positive Effect

Educational leadership, job satisfaction, and their relationship are revealed in contemporary research on the psychosocial phenomena of educational organizations. Historically, leadership and job attitudes, including job satisfaction, were studied in separate literatures, with different methodologies, and by different groups of researchers. Educational leadership is a broad stream of study, relating all the richness of leadership schools of thought within the context of education. However, the typology identified in this article helps in summarizing and analyzing educational leadership theories. Job satisfaction is a narrower construct, the focus being on the attitudinal nature of it. Teacher job satisfaction is defined as teachers’ affective reactions to their work or to their teaching role. Literature suggests that among the many antecedent factors of job satisfaction, leadership (in a variety of its lenses, such as trait, position, role, process, relationship, and lifestyle) is one of the strongest predictive factors, even more, educational leadership in general has a large positive effect on job satisfaction. Thus, exploration of the relationship between educational leadership and job satisfaction leads to a rich understanding of how teachers and other employees experience the effects of leadership and of how job satisfaction is enhanced, leading to organizational effectiveness in educational settings.

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