Specificity of performance appraisal feedback, trust in manager, and job attitudes: A serial mediation model

2019 ◽  
Vol 47 (6) ◽  
pp. 1-12
Author(s):  
Kwangsu Moon
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Job Involvement ◽  
Job Attitudes ◽  
Mediation Model ◽  
Mediating Role ◽  
Feedback Acceptance ◽  
Feedback Specificity ◽  
The Relationship

I investigated the potential serial mediating role of feedback acceptance and job satisfaction in the relationship between specificity of performance appraisal feedback, trust in manager, and job involvement by analyzing self-reported survey data from 240 people employed in various companies throughout South Korea. A path analysis and the PROCESS macro in SPSS were used to test the mediation model. Only the partial mediation model of feedback acceptance had adequate fit. Furthermore, both feedback specificity and trust in manager had significant direct and indirect relationships with employees’ feedback acceptance and job satisfaction, and job satisfaction was directly associated with job involvement. These findings suggest that when an employee is provided with performance appraisal feedback, manager trust and feedback specificity may positively influence feedback acceptance. Acceptance of the feedback may, in turn, lead to greater job satisfaction and involvement.

Gender similarity, coworker support, and job attitudes: An occupation’s creative requirement can make a difference

2018 ◽  
Vol 26 (5) ◽  
pp. 880-898 ◽  
Author(s):  
Gamze Koseoglu ◽  
Terry C Blum ◽  
Christina E Shalley
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Job Attitudes ◽  
Underlying Mechanism ◽  
Full Time ◽  
Coworker Support ◽  
Mediating Role ◽  
Gender Similarity ◽  
The Relationship

AbstractBy introducing gender similarity as a contextual antecedent of coworker support, we examined the mediating role of coworker support for the relationship between workgroup gender similarity and job attitudes. In addition, we explored how a creative requirement, which is an occupational characteristic, can influence the relationship between coworker support and job attitudes above and beyond the role of supervisor support and organizational support. Results based on 975 full-time employees across a wide variety of occupations and industries indicated that as expected coworker support can serve as an underlying mechanism in the relationship between the relational demography of a workplace and employees’ job satisfaction and intention to quit. Furthermore, coworker support was significantly related to job satisfaction only for those occupations that required high levels of creativity. Finally, the creative requirement of an occupation moderated the indirect effect of gender similarity on job satisfaction through coworker support.

Coping Humor as a Mediator Between Emotional Intelligence and Job Satisfaction

2017 ◽  
Vol 16 (3) ◽  
pp. 155-159 ◽  
Author(s):  
Peizhen Sun ◽  
Jennifer J. Chen ◽  
Hongyan Jiang
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Future Research ◽  
Satisfaction Scale ◽  
Primary School Teachers ◽  
Mediating Role ◽  
Regulation Of Emotion ◽  
The Relationship ◽  
Overall Job Satisfaction

Abstract. This study investigated the mediating role of coping humor in the relationship between emotional intelligence (EI) and job satisfaction. Participants were 398 primary school teachers in China, who completed the Wong Law Emotional Intelligence Scale, Coping Humor Scale, and Overall Job Satisfaction Scale. Results showed that coping humor was a significant mediator between EI and job satisfaction. A further examination revealed, however, that coping humor only mediated two sub-dimensions of EI (use of emotion and regulation of emotion) and job satisfaction. Implications for future research and limitations of the study are discussed.

Mediasi Kepuasan Kerja dan Stres Kerja pada Hubungan antara Program Jamsostek dan Kinerja Karyawan Studi Kasus pada Perusahaan Swasta di DIY dan Solo

2013 ◽  
Vol 3 (1) ◽  
pp. 75
Author(s):  
Eny Sulistyowati ◽  
Totok Danangdjojo
Keyword(s):  
Job Satisfaction ◽  
Social Security ◽  
Job Stress ◽  
Work Stress ◽  
Program Performance ◽  
Social Security Program ◽  
Mediating Role ◽  
The Social ◽  
The Relationship

<span><em>This study aims to explain the influence of the Social Security </em><span><em>program on performance and job satisfaction and job stress as a mediating </em><span><em>variable. In addition, this study also describes the effect of job satisfaction on </em><span><em>the performance and the effect of work stress on performance. The relationship of </em><span><em>each variable in this research is to be measured by conducting a survey on 145 </em><span><em>employees of private companies that included in Social Security program on </em><span><em>DIY and Solo. Then the path analisys used to test the effect of social security </em><span><em>program performance in mediation by job satisfaction, performance and job stress</em><span><em>, job satisfaction, and examines the effect on the performance and the effect of </em><span><em>work stress on performance. The results showed that the social security program </em><span><em>significant positively affects job satisfaction and performance. Job satisfaction was </em><span><em>also positively and significantly affect performance. Even though mediating role </em><span><em>of job satisfaction in the relationship between social security program performance </em><span><em>partial. Because merely direct relationship between social security program with </em><span><em>greater performance than the mediating role of job satisfaction. Social Security </em><span><em>program did not significantly affect the stress of work, as well as job stress did </em><span><em>not significantly affect performance. Therefore, the mediating role of work stress </em><span><em>on the relationship between social security program with the performance did not </em><span><em>occur. Individual differences and work experience may be a factor that causes no </em><span><em>significant relationship between the two variables.</em></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><br /></span>

Role of burnout on job level, job satisfaction, and task performance

2017 ◽  
Vol 38 (5) ◽  
pp. 630-645 ◽  
Author(s):  
Won Ho Kim ◽  
Young-An Ra ◽  
Jong Gyu Park ◽  
Bora Kwon
Keyword(s):  
Job Satisfaction ◽  
Task Performance ◽  
Organizational Context ◽  
Content Type ◽  
Job Level ◽  
Mediating Role ◽  
Final Sample ◽  
The Relationship ◽  
And Task

Purpose The purpose of this paper is to examine the mediating role of burnout (i.e. exhaustion, cynicism, professional inefficacy) in the relationship between job level and job satisfaction as well as between job level and task performance. Design/methodology/approach The final sample included 342 Korean workers from selected companies. The authors employed the Hayes (2013) PROCESS tool for analyzing the data. Findings The results showed that all three subscales of burnout (i.e. exhaustion, cynicism, professional inefficacy) mediate the relationship between job level and job satisfaction. However, only two mediators (i.e. cynicism, professional inefficacy) indicated the mediating effects on the association between job level and task performance. Originality/value This research presented the role of burnout on the relationships between job level, job satisfaction, and task performance especially in South Korean organizational context. In addition to role of burnout, findings should prove helpful in improving job satisfaction and task performance. The authors provide implications and limitations of the findings.

Job Satisfaction as a Mediator in the Relationship Between Performance Appraisal and Voice Behavior

2014 ◽  
Vol 42 (8) ◽  
pp. 1315-1323 ◽  
Author(s):  
Xu Zhang ◽  
Bei Hu ◽  
Min Qiu
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Positive Impact ◽  
Industrial Clusters ◽  
Positive Influence ◽  
Mediating Effect ◽  
High Tech ◽  
Voice Behavior ◽  
Mediating Role ◽  
The Relationship

We explored the mediating effect of job satisfaction in the relationship between employees' performance appraisal and their voice behavior. A questionnaire was administered to 864 employees at enterprises representing high-tech industrial clusters from 5 cities in China. Developmental performance appraisal was found to have a more positive influence on employees' voice behavior than evaluative performance appraisal did. Compared with prohibitive voice behavior, both developmental and evaluative types of performance appraisal had a more positive impact on promotive voice behavior, and job satisfaction was found to play a mediating role in the relationship between these variables.

scholarly journals The Relationship among Emotional Leadership, Job Satisfaction and Organizational Commitment: Taking China’s Hotel Industry as an Example

2020 ◽  
Vol 218 ◽  
pp. 04014
Author(s):  
Yixing Jin ◽  
Peiying Wu ◽  
Cheng Lin ◽  
Yingda Wang
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Hotel Industry ◽  
Mediating Role ◽  
Positive Effects ◽  
Emotional Leadership ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

This study investigated the impact of emotional leadership of leaders on organizational commitment of hotel employees, as well as the mediating role of job satisfaction. The results indicate that: (1) Emotional leadership and job satisfaction have positive effects on organizational commitment. (2) Emotional leadership has a positive effect on job satisfaction. (3) Job satisfaction plays a mediating role between emotional leadership and organizational commitment.

Mapping the contours of fairness

2014 ◽  
Vol 1 (2) ◽  
pp. 191-204 ◽  
Author(s):  
Lilian Otaye ◽  
Wilson Wong
Keyword(s):  
Job Satisfaction ◽  
Factor Analysis ◽  
Regression Analysis ◽  
Turnover Intention ◽  
Content Type ◽  
Mediating Role ◽  
The Uk ◽  
The Relationship

Purpose – The purpose of this paper is to explore the contours of fairness by showing how different facets of fairness impact three important employee outcomes (job satisfaction, turnover intention and employer advocacy) and examining the mediating role of quality of management and leadership (through perceptions of both senior management and the quality of exchange with immediate supervisors) in attenuating negative impacts of unfairness on these outcomes. The study extends the concept of fairness beyond the traditional focus on organizational justice and models the mediating role of leadership on the relationship between (un)fairness and the three employee-level outcomes in a sample of employees representative of the UK workforce. Design/methodology/approach – Data were obtained from a nationally representative sample of 2,067 employees in the UK. Exploratory factor analysis and then confirmatory factor analysis is used to refine three unfairness factors and address their dimensionality of the unfairness scale and then multiple regression analysis is used to test a fairness-leadership-employee performance outcome model. Findings – Results of multiple regression analysis revealed that both trust in leadership and leader-member exchange partially mediate the relationship between organizational (un)fairness and job satisfaction, advocacy and turnover intention, respectively. Practical implications – The findings highlight the important role that leaders play in influencing the relationship between perception of unfairness and employee outcomes. This has implications for both theory and practice as it suggests that the pattern of inclusion that leaders create through the relationships that they develop with their followers has a significant impact on the relationship between unfairness and the work outcomes. They not only must manage traditional perceptions of justice, but also the assessments employees make about trust in management judgements and the perceived consequences of such judgements. Originality/value – In an environment where perceptions of unfairness are becoming both more endemic but also more complex, the study shows that both senior leaders and immediate supervisors have important agency in managing negative consequences. Through the measurement of satisfaction, turnover intention and employer advocacy it also provides potential links to link fairness into the engagement literature.

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