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In this longitudinal study, we build a theory of a culture of companionate love—feelings of affection, compassion, caring, and tenderness for others—at work, examining the culture’s influence on outcomes for employees and the clients they serve in a long-term care setting. Using measures derived from outside observers, employees, family members, and cultural artifacts, we find that an emotional culture of companionate love at work positively relates to employees’ satisfaction and teamwork and negatively relates to their absenteeism and emotional exhaustion. Employees’ trait positive affectivity (trait PA)—one’s tendency to have a pleasant emotional engagement with one’s environment—moderates the influence of the culture of companionate love, amplifying its positive influence for employees higher in trait PA. We also find a positive association between a culture of companionate love and clients’ outcomes, specifically, better patient mood, quality of life, satisfaction, and fewer trips to the emergency room. The study finds some association between a culture of love and families’ satisfaction with the long-term care facility. We discuss the implications of a culture of companionate love for both cognitive and emotional theories of organizational culture. We also consider the relevance of a culture of companionate love in other industries and explore its managerial implications for the healthcare industry and beyond. [ABSTRACT FROM PUBLISHER]

Theory and research surrounding employee voice in organizations have often treated high-involvement work practices (HIWPs) as substitutes for unions. Drawing on recent theoretical developments in the field of industrial relations, specifically the collective voice/institutional response model of union impact and research on HIWPs in organizations, the authors propose that these institutions are better seen as complements whereby greater balance is achieved between efficiency, equity, and voice when HIWPs are implemented in the presence of unions. Based on a national sample of Canadian organizations, they find employees covered by a union experience fewer intensification pressures under higher levels of diffusion of HIWPs such that they work less unpaid overtime, have fewer grievances, and take fewer paid sick days. Job satisfaction is maximized under the combination of unions and HIWPs. [ABSTRACT FROM AUTHOR]

This study examined academic library employees' experiences during "strengths education," a process of learning about individual strengths during a positive psychology intervention. Participants took the Clifton StrengthsFinder test, attended a workshop, and then were interviewed about what they considered to be the effects of the strengths training. The focus of the qualitative analysis was the interviewees' statements about the intrapersonal and interpersonal effects of learning about their strengths. We categorized and coded these statements as cognitions formed, emotions experienced, and applications envisioned. Our findings raise interesting implications for job satisfaction and employee self-esteem, especially during times of change. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine the influences that led an individual to becoming and remaining an outdoor adventure sport coach. A case study of a single high level climbing/kayaking coach is presented using inductive thematic analysis to explore his perception of the factors that have influenced him before and during his career. This approach provides a unique insight into the social influences on coaches and how they inform coaches' personal values. The study revealed a pattern of formative experiences acting on the participant throughout his life and career. Early experiences, exposure to the sport, and contact with significant others have influenced his decision to participate in outdoor adventure sports and allow him to derive satisfaction from passing his knowledge onto others. The value of this single coach's personal experiences of sport is discussed in relation to the insight they provide into why coaches enter and stay in coaching careers. [ABSTRACT FROM AUTHOR]

Sales research has recognized the importance of ethical climate perceptions. However, research that examines the influence of ethical climate on how favorably salespeople perceive their organizations is lacking. This is critical because these factors may affect a salesperson's behavior, life satisfaction, and performance. Using a sample of salespeople from the television broadcasting industry, we derive and test a model involving ethical climate, organization identity comparisons, lone wolf tendencies, life satisfaction, behavioral performance, and outcome performance. Results suggest that salespeople's perceptions of their company have a significant effect on individual and organizational outcomes. Implications for managers and researchers are discussed. [ABSTRACT FROM AUTHOR]

The article presents research on the use of volunteers in sports administration of large sports events. An Internet questionnaire was presented to almost 300 volunteer workers for differing forms of sports organizations and non-sports organizations, and the results used to determine their perceptions of their experiences, their motivation for volunteering and their satisfaction with participation. While an overall high level of satisfaction was found among volunteers, lower levels were found in features relating to support within the organization, a sense of direction and of contribution. Implications for management of volunteers are considered.

Job satisfaction is among the most researched concepts in the study of organi- zational behavior, particularly because of managers' interests in the favorable consequences associated with high job satisfaction. Previous research, however, has largely overlooked part-time employees. This insufficiency is especially problematic for sport and recreation organizations, which often rely heavily on part-time employees to fill specialized roles. The present study was conducted to assess the determinants of job satisfaction among part-time student employees of a university recreational sports department. The results have significant implica- tions for similar organizations. A comprehensive understanding of the factors contributing to job satisfaction provides recreational sports administrators with the necessary tools to enhance satisfaction in the student workplace, and ultimately overall productivity. [ABSTRACT FROM AUTHOR]

This study offers a new theoretical perspective on the unique nature and function of job satisfaction change, or systematic improvement or decline in job satisfaction over time. Using four diverse samples, we show that differences in the extent to which job satisfaction systematically improves or declines account for change in employees' "turnover intentions" left unexplained by absolute (average) levels of job satisfaction. Further, we show that future-oriented work expectations partially mediate this relationship, and organizational tenure moderates the relationship between job satisfaction change and future-oriented work expectations. These findings provide new insights into the dynamic processes leading to turnover decisions. [ABSTRACT FROM AUTHOR]

This study examines the relationship between employee voice and job satisfaction using data from the 2007 Australian Workplace Representation Survey (AWRPS) of 1,022 employees. Drawing on human resource management and industrial relations literature, we test hypotheses concerning the relationship between direct and union voice arrangements and job satisfaction. This relationship represents a gap in the literature, which is important from both theoretical and practical perspectives. Controlling for a range of personal, job, and workplace characteristics, regression analyses suggest that although evidence of voice complementarity exists, direct voice appears to be the central voice arrangement underpinning employees' job satisfaction. The article concludes by highlighting the study's implications for management practice and identifies avenues for further research. © 2011 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

An international investigation was conducted to determine the overall job satisfaction of college campus recreation employees who are members of the National Intramural Recreational Sports Association (NIRSA). Demographic information was gathered to provide statistical analysis based on (a) region; (b) size of school; (c) private versus public; (d) four-year versus two-year schools; (e) rural, suburban, and urban location; (f) years in the profession; and (g) reporting structure. The following work related areas were examined to determine if NIRSA members were satisfied with their job environment: (a) personal/individual satisfaction, (b) staffing and organizational structure, (c) financial support, (d) salary and professional development, (e) department and individual expectations, (f) campus recreation facilities, and (g) campus collaboration and communication. The study found that overall the respondents indicated they were satisfied with their job situation/environment with greater satisfaction being shown by those with loftier job titles when compared with those with lesser job titles. Differences in job satisfaction were noted in terms of (a) supervisor's expectations of them, salary, and hours worked (based on amount of experience); (b) salary (based on title held); (c) budget allocation (based on reporting structure); and (d) a desire to leave their present position/job (in terms of job title held, experience/length of service and reporting structure). [ABSTRACT FROM AUTHOR]

This study centers upon accounts of master women coaches in the UK, connecting the participants' experiences of the structural practices within the coaching profession to their feelings of being undervalued and marginalized. By going beyond previous positivist and interpretive approaches to the issue of women coaches' underrepresentation, I locate the participants' narratives and their oppression within the wider sociocultural context of sport. The strength of patriarchy within sport and coaching is revealed in the private lives of the coaches. Consequently, the findings provoke methodological and theoretical implications for an alternative approach to understanding women's long standing minority status within sports leadership. [ABSTRACT FROM AUTHOR]

Frontline sales managers are subject to continuous threats to job security. Macro-environmental factors, firm performance, and the performance of the manager's sales team can all influence job security in this setting. Although job security (and insecurity) has been studied previously, this study makes several contributions to the literature. First, this study considers issues surrounding job security in the relatively unique environment of the field sales manager, adding to knowledge on how to attract and retain a superior sales force. Second, this work adds a consideration of important variables not previously considered in job security research, including role autonomy and perceived fairness in reward allocation. Third, the study looks at several interactions between role factors and performance as influences on job security, highlighting the importance of job factors in manager perceptions. Overall, this research presents a rich view of the factors influencing the job security perceptions of field sales managers. The results provide strong support for the overall model and highlight the moderating influence of role conflict and ambiguity in the link between performance and job security. Implications for future research and for the structuring of field sales manager jobs are considered. [ABSTRACT FROM AUTHOR]

We develop an integrative theory regarding the effects of mean levels and dispersion of satisfaction predicting absenteeism. Differential interactive predictions are derived for two satisfaction foci and tested in two distinct samples. Among student teams, absenteeism from team meetings was highest when team (internally focused) satisfaction mean and dispersion were both lower, but low when course (externally focused) satisfaction mean and dispersion were both lower. Moreover, given lower dispersion, the mean team satisfaction-absenteeism relationship appeared stronger, whereas the same relationship involving course satisfaction appeared weaker than meta-analyzed individual-level relationships. We replicated these results among manufacturing teams using team and job satisfaction foci. [ABSTRACT FROM AUTHOR]

A perfect storm is a conjoining of forces that intensifies effects. This commentary addresses the economic perfect storm that the United States and many other developed countries face as they attempt to become globally competitive. Its forces conflate strategic change with the erosion of employment and income security as firms shed labor and old institutional arrangements, in turn degrading quality of work and family life for workers as well as the futures of retirees. We evaluate the responses of our commentators--Louis Uchitelle, J.T. Battenberg III, and Thomas Kochan--who assess the current crisis and possible solutions to it. Their responses and the supporting evidence indicate that the current misalignment among labor, management, and government and the 20th century institutions they maintain make any effective solution nearly impossible. That is, unless there is a renewed partnership among business, labor, and government to create 21st century institutions capable of achieving both global competitiveness and high quality of life and well-being for workers. [ABSTRACT FROM AUTHOR]

An experience-sampling study investigating the dynamic process through which personal traits and affective and attitudinal states experienced at work influence intraindividual patterns of organizational citizenship behavior over time generally supported hypotheses. First, at the intraindividual level, experience-sampled positive affect and job satisfaction predicted experience sampled reports of organizational citizenship behaviors over time. Second, cross-level interaction between agreeableness and positive affect predicted organizational citizenship behavior. Compared to less agreeable employees, agreeable employees reported both engaging more often in organizational citizenship behavior and more consistent patterns of such behavior; their engagement in these behaviors was less dependent on their momentary positive affect. [ABSTRACT FROM AUTHOR]

Although a strong culture has been widely acknowledged as a defining characteristic of successful firms, past research has failed to examine the influence it exerts on the attitudes and behavior of salespeople. In a two-sample study, we measure culture strength and explore its relationship to value congruity and to three sales force outcomes that define the sales management research tradition: role stress, organizational commitment, and job satisfaction. Within the contexts of the sales subculture of a Fortune 500 firm (Study 1) and specialized sales organizations (Study 2), the results reveal a compelling portrait of the forces that shape salesperson-culture fit. Specifically, the results of both studies indicate that a strong culture leads to higher levels of value congruity, job satisfaction, and organizational commitment, and lower levels of role stress. Key implications are highlighted for sales managers and for researchers. [ABSTRACT FROM AUTHOR]

Drawing on the compatibility principle in attitude theory, we propose that overall job attitude (job satisfaction and organizational commitment) provides increasingly powerful prediction of more integrative behavioral criteria (focal performance, contextual performance, lateness, absence, and turnover combined). The principle was sustained by a combination of meta-analysis and structural equations showing better fit of unified versus diversified models of meta-analytic correlations between those criteria. Overall job attitude strongly predicted a higher-order behavioral construct, defined as desirable contributions made to one's work role (r = .59). Time-lagged data also supported this unified, attitude-engagement model. [ABSTRACT FROM AUTHOR]

The objective of this article is to clarify ambiguities in the literature regarding the relationships among three key constructs of work relationships: effort, job performance, and job satisfaction. The relationship between job performance and job satisfaction is of central interest to research in organizational psychology. However, empirical research in that area finds that the link between these constructs is weak at best. A negative effect of effort on job satisfaction is consistent with agency theory, but there is limited empirical evidence to support this assumption. Moreover, some studies have found a positive effect of effort on job satisfaction. Using a model that incorporates the main constructs from agency theory and organizational psychology, the current study finds a negative, direct effect of effort and a positive, direct effect of job performance on job satisfaction. The authors show that conflicting findings in the literature are the result of inconsistency in both the measurement and the definition of constructs across studies that do not fully account for all the relationships between constructs. The current findings emphasize the need to distinguish clearly between factors that represent employees' inputs in a work relationship (i.e., effort) and those that represent their outputs (i.e., job performance). The article also demonstrates the importance of properly accounting or controlling for all key variables to eliminate biases that can arise in empirical research on work relationships. [ABSTRACT FROM AUTHOR]

A new construct, entitled 'job embeddedness,' is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a measure of job embeddedness with two samples. The results show that job embeddedness predicts the key outcomes of both intent to leave and 'voluntary turnover' and explains significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search. [ABSTRACT FROM AUTHOR]

Activation theory suggests that intermediate rather than low or high levels of quantitative job demands benefit job performance and job satisfaction among managers. Using an equity theory framework, I hypothesize that perceptions of effort-reward fairness moderate these inverted U-shaped demand-response relationships. In support of this hypothesis, survey results demonstrate that managers who perceive effort-reward fairness perform better and feel more satisfied in response to intermediate levels of job demands than managers who perceive "underreward unfairness." [ABSTRACT FROM AUTHOR]

This study generalized a leading portrayal of how job dissatisfaction progresses into turnover (Hom & Griffeth, 1991) and more rigorously tested this model using structural equations modeling and survival analysis. We further integrated job avoidance, interrole conflict, and employment conditions into this framework. Using a national survey of retail store personnel, we found that interrole conflict and job avoidance influence turnover indirectly, as the Hom-Griffeth model specifies, and that unemployment rates directly affect turnover. [ABSTRACT FROM AUTHOR]

This study focused on the conditions under which job dissatisfaction will lead to creativity as an expression of voice. The authors theorized that useful feedback from coworkers, coworker helping and support, and perceived organizational support for creativity would each interact with job dissatisfaction and continuance commitment (commitment motivated by necessity) to result in creativity. In a sample of 149 employees, as hypothesized, employees with high job dissatisfaction exhibited the highest creativity when continuance commitment was high and when (1) useful feedback from coworkers, or (2) coworker helping and support, or (3) perceived organizational support for creativity was high. [ABSTRACT FROM AUTHOR]

Emphasizing that both general job availability and individual attributes determine actual ease of movement in the job market, the author proposes a voluntary turnover model that combines aspects of signaling and human capital perspectives with approaches emphasizing job satisfaction and general job availability. Longitudinal data on 5,506 individuals were analyzed via survival analysis with time-dependent covariates and repeated turnover events. Most notably, the effects of job satisfaction and unemployment rate on voluntary turnover were moderated by education, cognitive ability, and occupation-specific training. [ABSTRACT FROM AUTHOR]

Using a field survey of 461 self-managing work team members in four countries, the authors examined: (1) whether employee resistance to such teams mediated the relationships between employee cultural values and job attitudes and (2) whether the value-resistance relationships were stronger in some countries than in others. Results show that resistance mediated the cultural value-job attitude relationships, sometimes fully and sometimes partially, depending on which type of resistance (to teams or to self-management) and which type of cultural value was being examined. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

A model integrating competing theories of social capital with research on career success was developed and tested in a sample of 448 employees with various occupations and organizations. Social capital was conceptualized in terms of network structure and social resources. Results of structural equation modeling showed that network structure was related to social resources and that the effects of social resources on career success were fully mediated by three network benefits: access to information, access to resources, and career sponsorship. [ABSTRACT FROM AUTHOR]

An organizational simulation (n = 85) and a field study (41 supervisors and 220 subordinates) were conducted to investigate the impact of subordinates' disability status on leader-member exchange (LMX) relationships. Both studies investigated how subordinate disability and ingratiation were related to LMX quality. As hypothesized, the interaction of disability and ingratiation affected LMX. Ingratiation had a stronger relationship to supervisors' LMX ratings when a subordinate had a disability. Implications of the results are discussed and suggestions for future research presented. [ABSTRACT FROM AUTHOR]

A three-phase quantitative investigation of relationships involving salesperson job satisfaction was undertaken. First, the strength, valence, and consistency of pairwise relationships were assessed by means of a meta-analysis. Second, methodological characteristics coded as moderator variables were used to account for variability in study effects. Finally, weighted mean correlations resulting from the analysis of pairwise relationships were used to evaluate a causal model of antecedents and consequences of job satisfaction. In general, relationships involving job satisfaction were robust across study contexts. Systematic moderating effects of type of sales-force and operationalization of job satisfaction were found. Several summary conclusions about antecedents and consequences of salesperson job satisfaction are drawn from the analyses. [ABSTRACT FROM AUTHOR]

Structural equation analysis was used to replicate and extend previous salesforce role stress research by testing hypotheses about the relationships among sales supervisory behavior, salesforce role stress, and salesforce job satisfaction. On the basis of previous research, four supervisory behavior variables were hypothesized to be related to salesforce role stress--leader consideration, initiation of structure, participation, and feedback. The results indicate sales supervisory behavior is related to salesforce perceptions of role stress. In addition, the estimates indicate role conflict, organizational communication, leader consideration, and leader initiation of structure are significant predictors of salesforce job satisfaction. [ABSTRACT FROM AUTHOR]

Most previous studies have focused on the linear effects of role stressors and job characteristics on salespersons' behavioral (e.g., performance) and psychological (e.g., satisfaction) job outcomes. Drawing on the theoretical frameworks of Yerkes-Dodson law, activation theory, and overstimulation hypothesis, the author examines some unconventional hypotheses of curvilinear and interactional influences of role stressors (i.e., role conflict, ambiguity, and overload) and job characteristics (i.e., autonomy, feedback, task variety, and participation) on five key job outcomes of salespeople. Using data from salespeople across a range of small and large firms, the author finds that curvilinear and/or interactional influences are supported for job tension, turnover intentions, and performance but not for job satisfaction or organizational commitment. The findings specifically indicate support for the overstimulation hypothesis because the dysfunctional effects of role ambiguity tend to be amplified when autonomy, feedback, and task variety are increased. In addition, the results yield evidence of buffering effects because the adverse consequences of role conflict and overload appear to be buffered by task variety and feedback. Overall, the study highlights the inherent trade-offs for sales managers attempting to design jobs with positive job characteristics for salespersons facing high levels of role stressors. The author discusses the implications for theory and practice. [ABSTRACT FROM AUTHOR]

The authors address a fundamental gap in understanding how sales performance and job satisfaction are determined in an investigation of the sales force of a direct-selling organization. Results indicate a direct positive effect of work-related effort on job satisfaction that is not mediated by sales performance. This is inconsistent with commonly accepted theoretical models and suggests that the perspective of work as a "terminal value" (i.e., an end in itself, rather than strictly a means to an end) has been underemphasized in models of work behavior. As such, either (1) measures of sales performance should be broadened to encompass the terminal value perspective on the psychological value of work or (2) conceptual models should be revised to reflect that narrowly defined measures of sales performance do not completely mediate the effect of effort on job satisfaction. The authors conclude with a discussion of managerial implications of these findings. [ABSTRACT FROM AUTHOR]

Boundary spanning theory and role theory are used to examine the product manager's role in consumer industries. A research model depicting associations between environmental uncertainty, boundary spanning, role conflict and ambiguity, job satisfaction, tension and performance, and moderating variables is developed and tested with bivariate correlations, path analysis, and ANOVA. Implications of the results are given. [ABSTRACT FROM AUTHOR]

This article reviews pertinent research related to the antecedents of turnover and discusses a research study involving a national industrial firm's salesforce. The study examined the moderating effect of salespeople's performance on the relationship between their job satisfaction and propensity to leave their firm. The paper concludes with implications for researchers and sales managers. [ABSTRACT FROM AUTHOR]

This research proposes an integrative model of the antecedents and consequences of salesforce role stress, with particular emphasis on two outcomes important to sales reps and firms alike: salesforce performance and satisfaction. Drawing on data from 196 sales representatives for five major industrial firms, the linkages in the proposed model are tested with path analysis procedures. The model is sufficiently comprehensive that it provides a basis to replicate and extend, in one study, much of the key research on the sales representative's role environment, especially as it relates to role conflict, role ambiguity, and their relationships with job performance and satisfaction. Implications of this research for sales managers and researchers in the sales area are given. [ABSTRACT FROM AUTHOR]

The article discusses large industrial corporations, the contribution of corporate marketing research departments, the role of Market Research (MR) Directors, and some of the role conflicts these directors encounter. The article refers to a 1975 study into the incidence, size, and organizational location of Marketing Research. The article discusses the study method and presents and analyzes the data related to Directors' Satisfaction Items, Superiors' and Users' Responses to Effectiveness Items, and responses to Role Expectation Items. The author gives marketing research departments a "B" grade and presents several interpretations of the data, including concerns about a lack of creativity and initiative and conflict about the role MR Directors play within the organization.

The article presents a comparison between men and women in the field of U.S. industrial sales in the 1970's. Prior to the 1970's a typical U.S. sales force was comprised of men. Developments like the U.S.' Equal Opportunity Employment Act, the women's liberation movement, and the country's growing economic inflation have provided for more women in sales. Researchers studied U.S. male and female sales personnel to determine their assessment of work environment, job satisfaction, self-confidence, and other work-related variables. In terms of job satisfaction women appear to be more satisfied with their pay and work than their male counterparts. Female sales personnel also expressed a greater dissatisfaction in the areas co-workers and supervision.

Although flexible retirement is widely advocated in the professional literature, a recent survey indicates little movement toward flexibility at the operating level. Human resource managers perceive limited top management support for flexibility. Educational and research efforts are needed to improve retirement policies and more effectively utilize an aging work force. [ABSTRACT FROM AUTHOR]

The problem employee is most frequently reacting to frustration caused by barriers within the organization, and these barriers are often at least partially within the manager's range of influence. [ABSTRACT FROM AUTHOR]

Studies examining the declining percentage of female coaches at the high school and collegiate levels have either been descriptive or sociological in nature. The present study was designed to explore this phenomenon from a psychological vantage, specifically using a social exchange theoretical perspective. Current (n = 99) and former (n = 54) coaches completed self-report measures that assessed benefits, costs, and satisfaction levels with overall coaching experiences and alternative activities. A discriminant function analysis revealed that current and former coaches could be distinguished on the basis of certain benefits, costs, and satisfaction levels. Current coaches assigned greater importance to benefits relating to program success and continuation of athletic experiences, costs relating to time demands and low perceived competence, and overall satisfaction with coaching. Moreover, 74.4% and 75.6% of current and former coaches, respectively, could be classified correctly to group membership based on scores on these variables. These results provide only partial support for social exchange theory predictions. [ABSTRACT FROM AUTHOR]

This paper focuses on 71 voluntary intraplant job transfers by nonsupervisory workers, 34 in one plant and 37 in another, providing pairs of jobs for which employees' overt and considered action showed that the preferred job was perceived by the worker to be more desirable than the abandoned one. In 51 of the 71 pairs of jobs, employees transferred to jobs with increased pay; only 4 moved to lower pay. The majority of the higher-paid jobs to which workers moved were more enriched, but when the job shift did not provide a pay increase, no preference was shown for the more enriched job. No statistically significant preference for less routine (more enlarged) jobs was shown either with or without increased pay. Required physical effort proved not to be a significant factor. [ABSTRACT FROM AUTHOR]

This study examined the effect of employee commitment on individuals' nonwork and career satisfactions. Data on public employees' attitudes indicated that the individual consequences of employee commitment are positive, supporting the notion that psychological attachment to a work organization yields personal benefits for individuals. These results contradict the notion that people necessarily pay a high personal price for high levels of employee commitment and caution against viewing psychological attachment as a zero-sum phenomenon. [ABSTRACT FROM AUTHOR]

In this article the authors discuss research they have conducted that examines the relationship between job satisfaction and organizational commitment. They briefly discuss the definitions of each concept, noting that satisfaction and commitment have been linked to employees' rates of absenteeism and turnover. They note that previous studies have indicated that one's level of satisfaction will determine their level of commitment; however, they assert that the opposite may be true and that finding the correct ordering of these variables has both theoretical and practical implications. They assert that if the correct ordering is found employers would better understand how to enact incentive programs to increase the commitment of their employees.

This paper reports a meta-analytic literature review testing cognitive, affective, and contingency models of the effects of participation in decision making on employees' satisfaction and productivity. Contingency models received no support. Results from field studies provided some support for cognitive models, and strong support for affective models linking participative climate with worker satisfaction. Methodological variations such as research setting and type of participant were important moderators in subgroup analyses. We discuss the implications of such variations for task complexity. [ABSTRACT FROM AUTHOR]

In this article the authors discuss research they conducted that examined the Job Descriptive Index (JDI) in terms of its accuracy in measuring job satisfaction. The JDI test is designed to measure five aspects related to job satisfaction which include satisfaction with supervision, co-workers, pay, promotional opportunities and the work itself. The authors were interested in how reliable the test was across a wide range of job situations and to do this they examined how accurate the five factors identified by the test measure satisfaction. They also suggest more specific subdivisons where they deem it necessary.They conclude that the five factors represent an accurate measurement of job satisfaction; however, they do provide a discussion on some items that could be revised.

This study investigates the relationship between the extent to which employees have opportunities to voice dissatisfaction and voluntary turnover in 111 short-term, general care hospitals. Results show that, whether or not a union is present, high numbers of mechanisms for employee voice are associated with high retention rates. Implications for theory and research as well as management practice are discussed. [ABSTRACT FROM AUTHOR]

In this article the author attempts to add to the research on the relationship between intrinsic employee motivation and the expectation of a reward based upon performance. The author asserts that this study has a better research design due to the fact that it was conducted in the field and not in a laboratory. The author explains some of the design features on the study, noting that in the study performance-contingent rewards were compared to rewards that were not contingent-based, performance-contingent rewards were offered in combination with regular pay, a field setting was used and intrinsic motivation was measured with a scale established construct validity. The study also examined the possible links between satisfaction with pay and the existence of contingent-rewards.

This study investigated the determinants of perceived ease of movement within an organization among two groups of clerical employees. It also investigated the relationship between perceived ease of movement and both organizational commitment and intention to quit. Younger employees with shorter job tenure who felt that their personal characteristics matched organizational criteria for mobility and who received feedback from their supervisors perceived themselves as having the greatest opportunities for advancement. Employees who desired mobility but perceived no opportunities were less committed to their organizations than employees who perceived they had opportunities for advancement. [ABSTRACT FROM AUTHOR]

This study, which applied meta-analytic procedures, found a significant negative relationship between certain facets of job satisfaction and absenteeism. Findings suggest that sampling errors, scale inadequacies, and the use of different measures of job satisfaction and absence are the reasons for inconsistencies in previous empirical research that examined the relationship between job satisfaction and absenteeism. [ABSTRACT FROM AUTHOR]

The article focuses on a study which examined the relationship between job satisfaction and life satisfaction in a multivariate context. The study indicated that job satisfaction and working conditions contributed little to the variance that can be explained in life satisfaction. Working/living conditions had a cross-domain spillover effect. Working conditions influenced nonwork satisfaction significantly, and living conditions were significantly related to job satisfaction. Job satisfaction accounted for more variance in life satisfaction than did working conditions. Family satisfaction also accounted for more variance in life satisfaction than did living conditions.

The article discusses a study which tested the moderating effects of organizational climate on the relationship between job complexity and job satisfaction. Data was collected from nursing service employees who were employed in a skilled nursing care facility operated by a county government. The potential moderating effects of organizational climate were examined using moderated regression analysis. The study further examined subgroup correlations and slopes to determine both the form and degree of the job complexity--job relationship effect at different levels of the organizational climate.