Women Contrasted to Men in the Industrial Salesforce: Job Satisfaction, Values, Role Clarity, Performance, and Propensity to Leave

1978 ◽  
Vol 15 (3) ◽  
pp. 438 ◽  
Author(s):  
Paul Busch ◽  
Ronald F. Bush
Keyword(s):  
Job Satisfaction ◽  
Role Clarity ◽  
Propensity To Leave

Women Contrasted to Men in the Industrial Salesforce: Job Satisfaction, Values, Role Clarity, Performance, and Propensity to Leave

1978 ◽  
Vol 15 (3) ◽  
pp. 438-448 ◽  
Author(s):  
Paul Busch ◽  
Ronald F. Bush
Keyword(s):  
Job Satisfaction ◽  
Role Clarity ◽  
Propensity To Leave ◽  
Males And Females ◽  
Empirical Investigations

Empirical investigations of differences between females and males in the industrial salesforce have not been published. This study is an attempt to begin to fill this void. Women and men are compared on six job satisfaction components, value importance of the job components, performance, role clarity, and propensity to leave the organization. The findings generally support the hypothesis of “no difference” between males and females. However, women did have lower role clarity scores and higher propensity to leave scores.

Some Unexplored Supervisory Behaviors and Their Influence on Salespeople's Role Clarity, Specific Self- Esteem, Job Satisfaction, and Motivation

1985 ◽  
Vol 22 (4) ◽  
pp. 424-433 ◽  
Author(s):  
Ajay K. Kohli
Keyword(s):  
Job Satisfaction ◽  
Self Esteem ◽  
Role Clarity ◽  
Punitive Behavior ◽  
Motivation To Work

The author investigates the influence of four unexplored supervisory behaviors on salespeople: arbitrary and punitive behavior, contingent approving behavior, upward-influencing behavior, and achievement-oriented behavior. One or more of these behaviors are found to have a significant impact on salespeople's role clarity, specific self-esteem, job satisfaction, and motivation to work. Certain findings are counterintuitive and suggest interesting directions for further research.

Interrole conflict as a predictor of job satisfaction and propensity to leave

2001 ◽  
Vol 16 (6) ◽  
pp. 469-484 ◽  
Author(s):  
Steven S. Lui ◽  
Hang‐Yue Ngo ◽  
Anita Wing‐Ngar Tsang
Keyword(s):  
Job Satisfaction ◽  
Interrole Conflict ◽  
Propensity To Leave

Determinants of MBA Advisor Job Satisfaction: An Exploratory Study

1995 ◽  
Vol 15 (1) ◽  
pp. 36-43 ◽  
Author(s):  
Steven B. Moser ◽  
John K. S. Chong
Keyword(s):  
Job Satisfaction ◽  
Exploratory Study ◽  
Master Of Business Administration ◽  
Full Time ◽  
Role Clarity ◽  
Student Orientation ◽  
Job Tasks ◽  
Mba Program ◽  
Accredited Schools ◽  
Full Time Employment

At most institutions accredited by the American Assembly of Collegiate Schools of Business (AACSB), a single advisor works with students enrolled in the Master of Business Administration (MBA) program. This advisor provides advice on course loads as well as careers. As this advisor may make a lasting impression on students, his or her job satisfaction is critical. This exploratory study focused on four classes of determinants of advisor satisfaction. Data were obtained through a survey mailed to all AACSB-accredited schools. A regression analysis revealed that job- and advisor-descriptive variables explained most of the variation in satisfaction. Critical determinants included role clarity, work status, student orientation, and expertise in both technical and creative areas of advisement. This study suggests that full-time employment and clarification of job tasks may enhance advisor job satisfaction.

scholarly journals Propensity to Leave: A Preliminary Examination of March and Simon’s Model

2005 ◽  
Vol 35 (2) ◽  
pp. 279-294 ◽  
Author(s):  
John C. Anderson ◽  
George T. Milkovich
Keyword(s):  
Job Satisfaction ◽  
Job Dissatisfaction ◽  
Partial Support ◽  
Propensity To Leave ◽  
Preliminary Examination

March and Simon's (1958) model of the decision to participate was examined empirically with a sample of professional, managerial and technical employees. The results provide partial support for the model. While confirming the importance of job satisfaction in predicting the propensity to leave, perceived ease of movement, intraorganizational movement possibilities, and the interaction of job dissatisfaction and ease of movement were also found to be significant independent contributors in explaining the employee’s propensity to leave.

Job Satisfaction and Role Clarity Among University and College Faculty

1983 ◽  
Vol 6 (4) ◽  
pp. 343-365 ◽  
Author(s):  
Edwin A. Locke ◽  
William Fitzpatrick ◽  
Frank M. White
Keyword(s):  
Job Satisfaction ◽  
College Faculty ◽  
Role Clarity

scholarly journals The impact of supervisor-nurse relationships, patient role clarity, and autonomy upon job satisfaction: Public and private sector nurses

2012 ◽  
Vol 18 (5) ◽  
pp. 659-672 ◽  
Author(s):  
Kate Shacklock ◽  
Yvonne Brunetto ◽  
Rod Farr-Wharton
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Business Models ◽  
Healthcare Sector ◽  
Role Clarity ◽  
Public And Private ◽  
Patient Role ◽  
Public And Private Sector ◽  
The Impact

AbstractIn the Australian healthcare sector, many changes in the public sector have affected nurse management and thereby, nurses. Yet it is unclear whether such efficiency measures, based on private sector business models, have impacted private sector nurses in similar ways. This paper examines four important issues for nurses: supervisor–subordinate relationships; perceptions of autonomy; role clarity in relation to patients; and job satisfaction. The paper uses an embedded mixed methods research design to examine the four issues and then compares similarities and differences between public and private sector nurses. The findings suggest supervisor–subordinate relationships, patient role clarity and autonomy significantly predict job satisfaction. The private sector nurses reported more satisfaction than public sector nurses with their supervisor–subordinate relationships, plus higher perceptions of patient role clarity and autonomy, and hence, higher levels of job satisfaction. The findings raise questions about whether present management practices (especially public sector) optimise service delivery productivity.

Sign in / Sign up

Export Citation Format

Share Document