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Job satisfaction: how crucial is participative decision making?
Abstract
Purpose
– The purpose of this paper is to empirically examine the role of perceived ability to participate in decision making in the workplace, with respect to job satisfaction.
Design/methodology/approach
– Data from the fourth wave of the European Value Survey, is utilised, and a bivariate probit model is employed to account for unobserved heterogeneity.
Findings
– Empirical analysis comparing univariate and bivariate probit models reveals that the results from the former are negatively biased; potentially indicating that prior research may have underestimated the impact of participative decision making (PDM) on job satisfaction. Additionally, it appears clear that the magnitude of the marginal effects for both socio-demographic and work characteristics do not differ when comparing workers with above and below average participation. More importantly, the authors find a substantial negative marginal effect of below average participation on job satisfaction (close to three times the magnitude of the next largest marginal effect estimated in the model), indicating how crucial it is for employers to actively pursue programmes that enhance PDM.
Originality/value
– This study contributes to the growing literature aimed at understanding drivers of satisfaction in the workplace. Adding to the scant empirical investigation of the influence of PDM on job satisfaction, the authors find strong evidence of a direct and positive impact, which is further amplified after controlling for unobserved heterogeneity.
... Changes in the environment are characterized by the appearance of multi-competition, new intra-and interorganizational forms, while advances in information and communication technology have been shown valuable for the implementation of new efficient organizing schemes for the advancement of human resources and effective positioning of competent employees (Petković & Lukić, 2014). Changes in attitudes of contemporary management are also manifested in providing greater importance to the employees" job satisfaction, which might further cause numerous positive repercussions for entire organization (Pacheco & Webber, 2016). ...
... Expressed interest of researchers towards the concept of job satisfaction, as well as towards the identification of its antecedents and consequences, is evident in extensive literature related to job satisfaction (Furnham et al., 2002;Horppu et al., 2008;Kilili & Bozdağlar, 2013;Lee et al., 2013;Moliner et al., 2007;Noe et al., 2010;Pacheco & Webber, 2016). ...
... Antecedents of job satisfaction (factors that cause job satisfaction) are, for example, interpersonal relations between the employees and their personality characteristics (Furnham et al., 2002), representation of participative management as an optimal balance in the degree of involvement of managers and their subordinates in the process of information and knowledge sharing, decision making and problem solving (Pacheco & Webber, 2016;Wright & Kim, 2004). ...
Awareness regarding the increasing importance of human resources for achieving the organizational competitiveness on the market became an integral part of modern economy, where people, together with their knowledge and skills, represent strategic organizational resource. The aim of this research is to assess the influence of employees’ personality dimensions, according to the ‘Big Five’ theory, and certain facets of job satisfaction as well as different facets of job satisfaction on the overall assessment of job satisfaction. The influence of respondents’ socio-demographic characteristics on the individual facets of job satisfaction is also evaluated. The research results indicated that there is a significant difference in the assessment of individual facets of job satisfaction regarding the respondents’ demographic characteristics. Also, statistically significant correlations are found between personality dimensions: ‘Extraversion’, ‘Openness to new experiences’, ‘Conscientiousness’, ‘Agreeableness’ and ‘Neuroticism’ and individual facets of job satisfaction. The research results will be beneficial for providing the appropriate guidelines for improvement of human resource management of large organizations, especially in the case of public-owned organizations within the countries facing significant restructuring changes, such as Serbia.
... Allowing employees to participate in job-related decisions is arguably one of the most popular strategies used by many organizations to increase employees' level of job satisfaction (Harley et al., 2000;Scott et al., 2003;Pacheco and Webber, 2016). Although there is a substantial body of research that links employee involvement in the workplace and job satisfaction, there is scant evidence of this relationship among millennial (or Generation Y) workers. ...
... The literature on job satisfaction has recently resurged due to relevant implications for organizations in designing management strategies and, thus, reducing turnover and absenteeism and improving employee performance (Wright and Cropanzano, 2004;Pacheco and Webber, 2016). From an empirical point of view, studies have focused on finding the main determinants of job satisfaction. ...
... Among recent empirical studies, we find the studies by Kim (2002), Wright and Kim (2004), Van der Westhuizen et al. (2012) and Pacheco and Webber (2016). The studies by Kim (2002) and Wright and Kim (2004) were carried out in the specific context of local government agencies in the USA, and their results show that participative decision making was positively related to job satisfaction. ...
Purpose
The purpose of this paper is to empirically study the effect of employee involvement in the workplace on job satisfaction for millennial workers in Colombia.
Design/methodology/approach
Data were obtained from a sample of 2103 millennial employees working in 11 companies of different sectors located in the five main cities of Colombia. Ordered probit models were estimated to study the effect of employee involvement on job satisfaction, in general, and how different forms of participative decision making in the workplace produce different impacts on individual satisfaction with objective and intrinsic aspects of the job, in particular.
Findings
The empirical results show that, for millennial workers, there is a positive link between employee involvement and job satisfaction. Moreover, there is a higher positive impact on job satisfaction when millennial workers participate in decisions on general aspects of the company than when they participate in specific decisions such as those concerning teamwork or main tasks at work. Another interesting result is that millennial workers attach high importance to intrinsic aspects of their jobs (such as the possibility to use their knowledge in the work), which may improve their satisfaction in a higher participative environment.
Research limitations/implications
The results can present bias due to the use of self-report data from millennial workers. Another potential limitation is the cross-sectional nature of the data, which does not control for unobserved individual effects. The study may be extended to other developing countries to help identify results more precisely for different contexts.
Originality/value
The value lies in exploring the relationship between employee involvement and job satisfaction for millennial workers in the context of a developing country. The paper simultaneously considers different types of employee involvement and estimates their effects on different facets of job satisfaction.
... The main idea of these theories has received good support from the PPSM research literature. For example, several recent studies were conducted using a direct effects model to investigate employee participation in diverse organizational backgrounds, such as perceptions of 132 manufacturing firm operating in a free trade zone in East Malaysia , 98 Indian business managers in India (Yadav & Rangnekar, 2015) and 22,547 subordinates from 48 European countries (Pacheco & Webber, 2016), These surveys advocated that the competency of management to properly implement participation styles in planning and operating PPSM had enhanced employees' SWJ, that are intrinsic and extrinsic job conditions in the respective organizations (Pacheco & Webber, 2016;Yadav & Rangnekar, 2015). Thus, the literature is used to establish a conceptual model for this research as exhibited in Figure 1. ...
... The main idea of these theories has received good support from the PPSM research literature. For example, several recent studies were conducted using a direct effects model to investigate employee participation in diverse organizational backgrounds, such as perceptions of 132 manufacturing firm operating in a free trade zone in East Malaysia , 98 Indian business managers in India (Yadav & Rangnekar, 2015) and 22,547 subordinates from 48 European countries (Pacheco & Webber, 2016), These surveys advocated that the competency of management to properly implement participation styles in planning and operating PPSM had enhanced employees' SWJ, that are intrinsic and extrinsic job conditions in the respective organizations (Pacheco & Webber, 2016;Yadav & Rangnekar, 2015). Thus, the literature is used to establish a conceptual model for this research as exhibited in Figure 1. ...
... The survey questionnaire consists of two major parts: first, PPP had 4 items and PPO had 4 items adapted from the PPSM related employee participation Yadav & Rangnekar, 2015;Newman et al., 2016;Pacheco & Webber, 2016). PPP is measured using the elements: discussion about types of reward, excellent service award and promotion. ...
p>The aim of this research is to evaluate the association between participation in performance pay systems and employees’ satisfaction with job conditions. A survey method was utilized to collect data from subordinates who serve at disaster management agencies in West Malaysia. The findings of SmartPLS path model analysis display four important outcomes: first, the relationship between participation in pay plans and satisfaction with intrinsic job conditions was not significant. Second, relationship between participation in pay operations and satisfaction with intrinsic job conditions was not significant. Third, the relationship between participation in pay plans and satisfaction with extrinsic job conditions was significance. Finally, the relationship between participation in pay operations and satisfaction with extrinsic job conditions was significance. This finding demonstrates that participation in pay plans and participation in pay operations do not act as important predictors of employees’ satisfaction with intrinsic job conditions. Conversely, participation in pay plans and participation in pay operations do act as important predictors of employees’ satisfaction with extrinsic job conditions. Further, this research delivers discussion, implications and conclusion.</p
... Based on performance reward model in a workplace, many researchers state that IND, INV, PA, and job satisfaction (JS) have different meanings, but highly interrelated concepts. For example, the willingness of management to openly deliver the information about REWARDS, actively encourage subordinates to take part in the design and administration of REWARDS and properly use performance assessment in determining rewards based on subordinates performance may cause higher subordinates' job satisfaction in organizations (Pacheco & Webber, 2016;Yadav & Rangnekar, 2015). ...
... This approach has overlooked the emphasis in the role of management in handling performance REWARDS. Their impact on specific facets of job satisfaction, namely intrinsic job satisfaction (INJS) and extrinsic job satisfaction (EXJS) (Pacheco & Webber, 2016;Yadav & Rangnekar, 2015). Consequently, findings from these researches have only provided general recommendations. ...
... Previous researches were conducted using a direct effects model to evaluate MPRS in different organizational samples, such as perceptions of 20,000 subordinates from electronic component manufacturing organizations of Singapore and China (Malik, 2013), 331 subordinates of one Malaysian university (Anuar et al., 2014), 98 Indian business executives in India (Yadav & Rangnekar, 2015), 22,547 subordinates from 48 European countries (Pacheco & Webber, 2016), These researches revealed that the capability of management to appropriately implement IND, INV and PA in handling MPRS had enhanced subordinates' INJS and EXJS (Anuar et al., 2014;Malik, 2013;Pacheco & Webber, 2016;Yadav & Rangnekar, 2015). The literature has been used to develop the theoretical framework for this research as illustrated in Figure 1. ...
This research was to measure the correlation between management of performance reward systems on subordinates’ satisfaction towards the job. A survey method was utilized to collect data from subordinates who worked at the headquarters of fire and rescue departments in Malaysia. The outcomes of SmartPLS path model analysis display two important findings. First, the implementation of information delivery and performance assessment in handling performance reward systems have enhanced subordinates’ intrinsic job satisfaction, but the implementation of
involvement hypothesized performance reward systems has not enhanced subordinates’ intrinsic job satisfaction. Second, implementation of information delivery, involvement and performance assessment in handling performance reward systems have also enhanced subordinates’ extrinsic job satisfaction.
... There are basic studies on employee participation in decision making (Mokoena, 2011;and Barg et al., 2014). Scholars have also empirically investigated employee participation in decision-making in relation to work performance (Huang et al., 2010), employee empowerment (Emamgholizadeh et al., 2011), firm performance (Kuye and Sulaimon, 2011); employee satisfaction, (Pacheco and Webber, 2016;Irawanto, 2015), employee motivation (Irawanto, 2015;Barg et al., 2014). These all connote positive impact of employee participation in decision making. ...
... Some other researchers (Emamgholizadeh et al., 2011) put this succinctly by describing employee participation in decision making as sharing decision making with subordinates to achieve organisational objectives. These subordinates would otherwise not have been involved in decision making in the traditional hierarchical system of management (Pacheco and Webber, 2016). Employee participation in decision making is expected to make it possible to achieve outcomes that would otherwise be unattainable under the hierarchical structure (Mokoena, 2011). ...
... In line with this, scholars have investigated outcomes of employee participation in decision making. The outcomes of employee participation in decision making vary from good relationship with supervisors (Emamgholizadeh et al., 2011), increased employee satisfaction (Kuye and Sulaimon, 2011;Zhu et al., 2015), better decisions premised on employees' use of private information (Kuye and Sulaimon, 2011;Wainaina et al., 2014;Pacheco and Webber, 2016), improved firm performance (Kuye and Sulaimon, 2011;Mokoena, 2011), commitment of employees to outcome of decision making (Kuye and Sulaimon, 2011;Wainaina et al., 2014;Irawanto, 2015;Golkar 2016), improved job productivity (Ezennaya, 2011), improved employee motivation (Irawanto, 2015) and sense of ownership (Mizrahi, 2002;Kuye and Sulaimon, 2011). ...
In this study, the participation of employee architects in decision-making in architectural firms is investigated. This is with a view to identifying the organisational contexts that enhance employee participation in decision making. The impact of such participation on the performances of the firms was also assessed. This study was carried out through a questionnaire survey of employers of architects in Nigeria. In agreement with findings of previous studies, participation of the employees of the architectural firms in the study in decision making is low. Employee participation in decision making in the firms was dependent on the staffing strategy and proportion of junior staff in many cases. The positive impact of employee participation in decision making on firm performance varied with the nature of the decision. This study concludes that there is need for employers in architectural firms to identify the categories of decision that employees should be involved in and to modify their firm contexts to encourage participation where desired.
... The link between perceived PDM and positive workplace outcomes is well-established. As such, PDM is associated with increased job performance (Sukirno and Siengthai, 2011), self-efficacy (Behravesh et al., 2021), job satisfaction (Pacheco and Webber, 2016), and decreased intent to quit and actual turnover OPEN ACCESS EDITED BY Gender differences in experienced PDM at workplace and organizational levels Decision-making at the workplace and the organizational level differs in scope and impact. At the workplace level, decision-making focuses on employees' immediate tasks and decision-making in smaller groups with less far-reaching consequences and less relevance for the majority of employees of the organization. ...
... The persistence of gender differences in perceived participative decision-making warrants attention, even in the face of small effect sizes. The importance of such differences lies not only in their immediate impact but also in their potential to perpetuate broader gender inequalities, for instance, in job satisfaction (Pacheco and Webber, 2016) and career progression (Nyberg et al., 2015). ...
Introduction
The concept of participative decision-making (PDM) has been well established as a positive organizational factor, and has recently gained attention as a measure of gender inclusivity in the workplace. However, findings regarding gender differences in the experiences of PDM are inconclusive. This study hypothesized that women perceive themselves as less influential than men at the organizational level rather than at the workplace level. Furthermore, the study explored whether these assumed gender differences depend on the gender typicality of occupational positions and professions. We expected gender differences to be more pronounced for male-typed positions and professions (e.g., leadership, engineer) compared to non-male-typed occupational positions and professions (e.g., non-leadership, nurse).
Methods
Data on experiences with participative decision-making at the workplace and organizational levels were drawn from a large representative Swedish survey (N = 10,500; 60% women).
Results
Results showed that women experienced being less influential than men at the organizational level, whereas the experiences of women and men did not differ at the workplace level. The gender difference at the organizational level was not related to the gender typicality of position and profession.
Discussion
The findings highlight the importance of the inclusion of both women and men in strategic, large-scale decisions for achieving gender equality at work.
... While job content refers to the core job activities, job culture alludes to the work-environment and employee relations [107]. It has been further confirmed by Pacheco and Webber [108]. Wikhamn [109] states that participatory decision-making increases job satisfaction, thereby ultimately resulting in a satisfactory or better worksite environment and more contented workers. ...
... By reassessing the social value perceptions and prospects associated with Australia's society, as discussed earlier in Section 3, Table 6 thus attests to the fact that non-financial factors do have a noteworthy influence on employee motivation, performance and productivity. As an additional interesting result, the 'ability to be vocal in what affects day-to-day work' ranked in the bottom half of EPs' traits for the Aboriginal employees and was not connected to the job satisfaction levels the same way as Pacheco and Webber [108] and Wikhamn [109] hypothesized. ...
... According to certain previous studies, one factor that may affect job satisfaction is organizational identification (job involvement) or the extent to which an employee identifies with the same goals as the organization (Valle et al., 2020). Much as recent research by Maamari and Osta (2021) got a negative relationship between job involvement and job satisfaction, and Howard and Serviss (2022) indicated that employee participation had nonsignificant or small relations with job satisfaction and positive behaviors, there has been a general agreement that when employees are allowed to participate in job-related decisions that affect them, their job satisfaction levels increase (Pacheco and Webber, 2016). Research by Goñi-Legaz and Ollo-L opez (2017) indicated that participation in decision-making was positively and significantly related to job satisfaction. ...
... Employees' participation in decisions that have an effect on their work brings positive behavioral outcomes (Pacheco and Webber, 2016;Goñi-Legaz and Ollo-L opez, 2017). Job involvement contributes significantly to organizational effectiveness, productivity and morale of workers. ...
Purpose
The purpose of the study is to establish the relationship between age, job involvement, job satisfaction and job performance of sub-county chiefs in the Ugandan local government.
Design/methodology/approach
A cross-sectional survey design was used to obtain a total sample of 320 sub-county chiefs who were selected to participate in the study using multi-stage stratified random sampling. A self-administered questionnaire was used to collect data that were entered into the computer using Statistical Package for the Social Sciences, version 23 (IBM SPSS-AMOS). Path analysis results were used to test the hypotheses.
Findings
The results indicated significant positive relationships between: age and job involvement, job involvement and job satisfaction, and job involvement and job performance. Non-significant relationships were between age and job satisfaction, age and job performance, and job satisfaction and job performance. A reconstructed model was presented.
Practical implications
Employees’ participation in decisions that affect their work brings positive behavioral outcomes. Job involvement makes workers feel as part of the organization and contributes significantly to organizational effectiveness and morale of workers. Managers are encouraged to pay much attention to the requirements of their staff so as to increase their job involvement, which can ultimately lead to high levels of job satisfaction and improved job performance.
Originality/value
This study proposes that older employees who highly participate in organizational activities are likely to be satisfied and outstanding performers. Strategic recruitment agencies are very important in ensuring “quality at the gate” because they focus on the work attitudes and can attract and retain a satisfied and competent workforce.
... Work content refers to core work activities, while work culture refers to the working environment and relationships between employees [46]. Regarding this, Pacheco and Webber [47] found that participative decision-making in workplaces increases job satisfaction, which could lead to a better work environment and work content. Garcia et al. [48] also found that younger workers (i.e., millennial workers) prefer employers and workplaces where there is greater employee involvement and they can apply their knowledge and skills in the workplace, again leading to more interesting work content and a better work environment. ...
... Indeed, the larger representation of non-financial variables in Table 6 supports the notion that non-monetary factors influence employee motivation and performance [63]. It was interesting that 'having a say in decisions that affect day-to-day business' was ranked in the lower half of EOC preferences and was not among the strongest associations, in contrast with Pacheco and Webber's [47] finding that participative decision making is a critical factor in employee job satisfaction. ...
COVID-19 has created or amplified economic and social crises internationally. Australia entered its first recession in 30 years and saw a significant rise in unemployment. In response, Australian governments have increased their commitments to infrastructure construction to stimulate the national economy and combined this with new social procurement policies that aim to create social value for targeted populations like Indigenous peoples and unemployed youth. However, emerging social procurement research in construction shows a disconnect between policymakers and the practitioners who must implement them. Therefore, the aim of this paper is to provide theoretical and practical insights on creating social value in the context of construction employment created by new social procurement policies. Reporting a survey of 107 construction workers in Australia, it is shown that social procurement policies and construction employers can create social value when they provide work benefits like adequate pay and training and development and cultural benefits like inclusive workplaces. Recommendations are made to demonstrate how the results presented in this article can be used by contractors to create social value. This research is significant for advising how increased infrastructure spending commitments in Australia can create social and economic outcomes for workers, ensuring a sustainable recovery from COVID-19 crises.
... There can be distinctions between overall job satisfaction and subtypes of job satisfaction, such as intrinsic and extrinsic job satisfaction, and the latter may be more closely related to motivational states relative to global job satisfaction (Weiss et al., 1967). Satisfaction has been shown to be affected by job experiences (e.g., Mas-Machuca et al., 2016;Pacheco and Webber, 2016) and individual demographical differences (e.g., Pacheco and Webber, 2016;Shkoler and Kimura, 2020). Therefore, we suggest that women and men may have different levels of drivers/motives in their work and might enjoy/interpret intrinsic/extrinsic incentives differently. ...
... There can be distinctions between overall job satisfaction and subtypes of job satisfaction, such as intrinsic and extrinsic job satisfaction, and the latter may be more closely related to motivational states relative to global job satisfaction (Weiss et al., 1967). Satisfaction has been shown to be affected by job experiences (e.g., Mas-Machuca et al., 2016;Pacheco and Webber, 2016) and individual demographical differences (e.g., Pacheco and Webber, 2016;Shkoler and Kimura, 2020). Therefore, we suggest that women and men may have different levels of drivers/motives in their work and might enjoy/interpret intrinsic/extrinsic incentives differently. ...
We examined the role of leader–member exchange (LMX) as a mediator between individual differences and outcomes across three separate studies with 838 participants. Gender-based moderation was used with the LMX mediation effect. Our results suggest that gender makes a dramatic difference. Specifically, we found that LMX mediation lowered the tendency of counterproductive work behaviors (CWBs) for men. In addition, we found that LMX mediated the effect extrinsic motivation has on extrinsic job satisfaction for women. We trace these differences to a tendency for women to express a more democratic and participative leadership style, which implies a different criterion for leader performance in some situations. We also present suggestions for how the findings of our studies can be extended via organizational practice and future research.
... The framework of PDM has four main properties explained by (Pacheco & Webber, 2016). Initially, participation is a proper mediation system, as a rule, shown through the management approach. ...
Work has intensified over the past few years because of financial and technical alterations. This study focuses on how intensification of work increases employees' level of job satisfaction. This study highlights adoptions and involvement in participative decision-making by using the expectancy theory of participation and broadens build theory supporting the moderation of psychological resilience. Moreover, it explores the relationship between participative decision-making and psychological resilience. Data was collected from 450 employees working in the private banks of Lahore, Pakistan, through convenience sampling. A moderated mediation analysis utilizing Process by Hayes was performed to test the hypotheses. The results show a significant relationship between all the variables. Work intensification was positively related to job satisfaction. According to the literature, work intensification was negatively related to participative decision-making. Results show that the relationship between work intensification and job satisfaction is mediated by participative decision-making. When an employee's work gets intensified, it affects the satisfaction level of employees in a productive way by concerning the employee's participation in decisions formulated regarding organizational matters. On the other hand, the result shows a significantly negative connection. Based on the findings, future directions and recommendations of the study are discussed.
... Research in job satisfaction has surged in recent years, as it becomes more evident that findings from such research can provide organisations with significant benefits when designing management strategy (Pacheco and Webber, 2016). Job satisfaction is an important correlate of individual employee performance, employee turnover, and organizational success. ...
... There have been contradictory findings in the studies concerning the preferences of males and females. Several studies reported that females tend to place greater value on extrinsic job expectations (Zou, 2015;Pacheco & Webber, 2016), while others indicate that males prioritize extrinsic factors in their job preferences (Frankel et al., 2006). De Vaus and McAllister (1991) in their study examined the gender differences in the job orientation of European workers and revealed that men place greater importance on both intrinsic and extrinsic job expectations and are more satisfied than women. ...
Talent attraction and retention have become essential for modern-day organizations. Cohorts of Generation Z are potential employees and there is a need to understand their job expectations to attract and retain young talent. The study thus attempts to examine the job expectations of Generation Z students in India. The study identifies the factors of job expectations through exploratory factor analysis. Six aspects of a job were identified-growth and autonomy, enrichment, meaningfulness, development, economic and interest. The study also attempts to examine gender differences in job expectations. A strong correlation was observed in the rankings of job expectations factors by male and female respondents and no significant difference was identified in the job expectations between male and female students. The study adds new insights to the theory in the field. The findings have important implications for theory, policymakers and for managers.
... También, se consideran dos elementos trascendentales para la toma de decisiones: el valor que se propone y el resultado probable; es necesario analizar la situación, identificar el problema y las posibles soluciones. Además, es importante el compromiso con el entendimiento del problema para dar la solución a este, contar con la capacidad y el conocimiento suficiente para fortalecer las bases de la decisión por tomar, de manera que la toma de decisiones participativa infiera directa y positivamente sobre el desempeño laboral, al mismo tiempo, explica el comportamiento de éxito y fracaso de las empresas (Bolland y Lopes, 2018;Pacheco y Webber, 2016). La toma de una decisión depende del análisis de múltiples factores y la evaluación de diversas opciones (Trojanowska et al., 2017). ...
El presente artículo tuvo como objetivo analizar la relación que existe entre la inteligencia emocional y el desempeño laboral de los servidores del gobierno regional del Cusco. La metodología tuvo un enfoque cuantitativo de diseño no experimental de tipo descriptivo-correlacional y de corte transversal. Se encuestaron a 274 servidores, 48.5 % hombres y 51.5 % mujeres, con edades de 20 a más de 50 años, donde el 63.1 % cuenta con más de 5 años de experiencia laboral. Se aplicó un instrumento de inteligencia emocional y desempeño laboral con escala de tipo Likert; los datos obtenidos fueron analizados mediante la herramienta SPSS, con los que se realizó un análisis descriptivo-inferencial para examinar la correlación entre las variables de estudio y sus dimensiones, respectivamente. Los resultados obtenidos muestran una alta y positiva correlación entre la inteligencia emocional y el desempeño laboral de los servidores (⍴ = .769; ???? < .000); asimismo, existe una relación significativa entre las variables y las dimensiones que las conforman. Se concluye que, a mayor inteligencia emocional, mayor es el desempeño laboral de los servidores; por tanto, los gerentes deben implementar actividades enfocadas en el desarrollo de la inteligencia emocional para mejorar el desempeño laboral, orientado al logro de los objetivos del gobierno regional del Cusco.
... Managers can leverage on JSAT as a condition of individual to prevent employees from sabotaging each other by means of critical knowledge. Involving employees in decision-making, recognizing and rewarding achievements, or providing opportunities for skill development may be examples of practices that concur to a positive environment where employees feel fulfilled and valued, thus less prone to engage in sabotaging behaviours (Braun et al., 2013;Netemeyer et al., 1997;Pacheco and Webber, 2016;Teh and Sun, 2012). Also, our findings indicate how certain conditions of a general reluctance to share critical information may, in part, arise from unobserved sabotage attempts that have corrupted the organizational sharing climate (Bennett et al., 2018;Crino, 1994;Serenko, 2020). ...
Purpose
Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge-sharing microfoundations through knowledge sabotage behaviours in the workplace. As such, it aims to shed light on the adverse impact of knowledge sabotage on a knowledge-sharing climate.
Design/methodology/approach
As a quantitative deductive study, it is based on information collected from 329 employees of European companies by self-administered online surveys. Data validity and reliability has been assessed through a confirmatory factor analysis, and data analysis was carried out by using a covariance-based structural equation modelling technique.
Findings
The findings from the empirical investigation supported the baseline hypotheses of the multilevel conceptual model, which is the positive relationship between organizational trust and environmental knowledge sharing. Then, recurring to a microfoundational exploration, this study supports the mediating indirect effect of job satisfaction and knowledge sabotage in affecting knowledge sharing as a social outcome.
Research limitations/implications
This study concurs to broaden knowledge-sharing awareness among scholars and practitioners, by focusing on knowledge sabotage as its most pernicious counterproductive behaviour. Furthermore, this research provides valuable guidance for the future development of research based on multilevel investigations.
Originality/value
This study builds on the need to explore the numerous factors that affect knowledge sharing in economic organizations, specifically focusing on knowledge sabotage. Adapting Coleman’s bathtub, the authors advance the first multilevel conceptual model used to unveil the knowledge-sharing microfoundations from the perspective of a counterproductive knowledge behaviour.
... Managers can leverage on JSAT as a condition of individual to prevent employees from sabotaging each other by means of critical knowledge. Involving employees in decision-making, recognizing and rewarding achievements, or providing opportunities for skill development may be examples of practices that concur to a positive environment where employees feel fulfilled and valued, thus less prone to engage in sabotaging behaviours (Braun et al., 2013;Netemeyer et al., 1997;Pacheco and Webber, 2016;Teh and Sun, 2012). Also, our findings indicate how certain conditions of a general reluctance to share critical information may, in part, arise from unobserved sabotage attempts that have corrupted the organizational sharing climate (Bennett et al., 2018;Crino, 1994;Serenko, 2020). ...
Purpose
Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge-sharing microfoundations through knowledge sabotage behaviours in the workplace. As such, it aims to shed light on the adverse impact of knowledge sabotage on a knowledge-sharing climate.
Design/methodology/approach
As a quantitative deductive study, it is based on information collected from 329 employees of European companies by self-administered online surveys. Data validity and reliability has been assessed through a confirmatory factor analysis, and data analysis was carried out by using a covariance-based structural equation modelling technique.
Findings
The findings from the empirical investigation supported the baseline hypotheses of the multilevel conceptual model, which is the positive relationship between organizational trust and environmental knowledge sharing. Then, recurring to a microfoundational exploration, this study supports the mediating indirect effect of job satisfaction and knowledge sabotage in affecting knowledge sharing as a social outcome.
Research limitations/implications
This study concurs to broaden knowledge-sharing awareness among scholars and practitioners, by focusing on knowledge sabotage as its most pernicious counterproductive behaviour. Furthermore, this research provides valuable guidance for the future development of research based on multilevel investigations.
Originality/value
This study builds on the need to explore the numerous factors that affect knowledge sharing in economic organizations, specifically focusing on knowledge sabotage. Adapting Coleman’s bathtub, the authors advance the first multilevel conceptual model used to unveil the knowledge-sharing microfoundations from the perspective of a counterproductive knowledge behaviour.
... Besides that, a study Nair, V., Sinniah, S., Makhbul, Z., K., Salleh, M., F., M., Rahman, M., R., C., A. (2023). The Impact of Emotional Intelligence on Work-Life Balance and Job Performance Among Malaysian Employees 8 found that employees who are given an opportunity to be involved in decision-making related to their jobs tend to have more JS (Pacheco & Webber, 2016). A positive attitude in working has the potential to boost JS and commitment to the organization, thus increasing the likelihood of improved organizational performance. ...
Objective: In today's workplaces, emotional intelligence, and work-life balance have gained prominence for their substantial impact on job performance, leading to increased productivity and successful careers. This study explores the relationship between these factors among Malaysian employees. It also investigates the roles of job satisfaction and job involvement. Method: We surveyed 150 employees from diverse Malaysian organizations and used Partial Least Squares Structural Equation Modeling (PLS-SEM) to analyze the data. Result and conclusion: Our findings reveal that emotional intelligence, job involvement, job satisfaction, and work-life balance positively influence job performance. Emotional intelligence and work-life balance significantly affect job satisfaction. However, the connection between work-life balance and job performance is not statistically significant. Additionally, job satisfaction does not mediate the relationship between job involvement and job performance. Research implications: This study emphasizes the importance of prioritizing employee engagement and well-being, offering organizations benefits such as improved productivity, enhanced performance, increased loyalty, reduced turnover, cost savings, and greater employee satisfaction. Originality/value: Investing in employee well-being is a path to both individual and organizational resilience, success, and prosperity.
... Identifying antecedents of job satisfaction is a topic of continuing interest to human resource researchers and managers (Hartmann, Rutherford, Friend, Scott and Hamwi, 2016). It is arguable that providing organisational support to workers by way of enabling them to take part in decision-making processes pertaining to their jobs is one of the most common approaches taken by many businesses in order to boost the degree of job satisfaction experienced by their staff (Pacheco and Webber, 2016). According to Steel et al. (2019) workplace interventions such as organizational support could enhance perceptions of satisfaction of employees Hewagama, Boxall, Cheung and Hutchison (2019), found that organizations that support their employees through improving their competences at the job significantly improve their employees' job satisfaction. ...
This study's objective is to investigate the relationship between private college faculty members in India's private colleges or
educational institutions' perceptions of the organisational assistance they receive and their levels of work satisfaction. The
research included both a descriptive and an analytical factoring design. The research aimed to collect responses from 150
people out of a total population of 200 participants. The structures questionnaire was used to collect data, and random sampling
procedures were used to obtain the samples. All four factor statements were put to the test and examined by using the SPSS
tool for analysis. The findings are discussed in terms of the mean value scores as well as the numbers for the standard deviation.
The findings suggest that perceived organisational support and work satisfaction were major contributors to the level of
satisfaction experienced by private college faculty members. Additionally, a significant correlation was found between faculty
satisfaction at work and the perception of organisational support. In a similar vein, work satisfaction appeared as a moderator
of how individuals regarded their organisations. The management of private colleges will guarantee that they set up and enforce
human resources policies & procedures that are useful for enhancing job satisfaction and support while they are on the job as
a result of this study, therefore it is significant in that sense.
Keywords: Organisational Support, Job Satisfaction, Faculties, Private College.
... about participatory decision making. Most of these studies investigated the influence of gender, age, experience, and education (Wickramasinghe & Wickramasinghe, 2011;Parnell, et al., 2012;Benoliel & Somech, 2014;Pacheco & Webber, 2016;Shahzad, et al., 2018;Behravesh, et al., 2020). Birth order has never been utilized as an individual-level variable in participatory decision making research. ...
Purpose
This paper aims to reveal the effects of birth order in decision-making style, conflict handling style and propensity for participative decision-making. The intention is to open the perspective of birth order research in organizational studies, as an important individual difference of managers.
Design/methodology/approach
A survey was conducted with 230 managers from different industries in Kosovo. Self-report measures were used for decision-making style, conflict handling style and participatory decision-making constructs.
Findings
Results indicate that only children are more avoidant and spontaneous decision-makers. Firstborns are rational in decision-making and prefer problem-solving in conflict handling. Middleborns are intuitive decision-makers and use compromising in conflict handling. Lastborns make decisions rationally and use both compromising and problem-solving in conflicting situations. In addition, lastborns appeared to have a more positive attitude toward participative decision-making, followed by middleborns, firstborns and only children.
Research limitations/implications
Birth order affects managers’ behaviors in decision-making and conflict situations. Relationship dynamics in sibships are reflected in organizational settings, affecting how people behave in decision-making and conflict handling.
Originality/value
To the best of the authors’ knowledge, this is the first study to attest how birth order influences the ways managers make decisions, handle conflicts and involve others in decision-making. As birth order cannot be changed, such knowledge is critical.
... Previous research in animal shelters has found staff involvement in euthanasiadecision making could help to reduce occupational stress related to euthanasia (12). Employee participation in decision-making has also been associated with job satisfaction, commitment, and effort across other industries (13,14). The differing duties of current and previous shelter veterinarians could also be explained, at least in part, by the evolving nature of the field. ...
Shelter medicine has grown considerably over recent years with many shelters hiring veterinarians for the first time or expanding their veterinary teams. As a result, there is a dearth of shelter veterinarians and retention has become a key concern for the field. The goal of this study was to describe veterinarians' perceptions of shelter medicine, and their feelings of job satisfaction, loneliness, and professional fulfillment. The sample included 52 shelter veterinarians, 39 previous shelter veterinarians and 130 non-shelter veterinarians (n = 221) who each completed an online survey. Current and previous shelter veterinarians had comparable perceptions regarding the appeal of most shelter medicine duties, although there were differences in the duties they performed within their job. More current shelter veterinarians participated in population management, policy development, administrative duties, and decision-making for individual patients (euthanasia, treatment, and adoptability). Considering other employment attributes, we found previous shelter veterinarians had lower mean rankings than current and non-shelter veterinarians regarding their interactions with administrative staff, ability to be part of a multiple veterinarian team and the availability of mentorship. Loneliness and professional fulfillment were mostly comparable between the groups, although previous shelter veterinarians were more likely to report they felt unhappy (X² = 16.60, p = 0.02) and left out at work (X² = 12.43, p = 0.02). Our findings suggest veterinarians who participate in decision-making for patients and shelter management procedures may be more willing to continue working in shelter medicine. Animal shelters should also employ strategies to improve workplace relationships and offer career development opportunities to improve job satisfaction and retention of veterinarians within the field.
... PDM would also satisfy self-esteem needs showing recognition, attention, or appreciation; and the self-actualization needs providing opportunities for self-fulfillment. Consistently, several studies have acknowledged that PDM may satisfy personnel growth [32,33], support job enrichment and the need for self-expression [34,35] and enables subordinates to be fully aware of their role within their organization and its meaningfulness [33]. ...
... Prior research has considered one pole of ambidextrous leadership (i.e., loose leadership or tight leadership) on the assumption that one pole is more prominent than the other under transient situational factors . In other words, tight control and autonomy are incompatible simultaneously, and leaders may choose one approach, depending on the situation (Pacheco and Webber, 2016;Vasilagos et al., 2017). However, the paradoxical 'both-and' strategy asserts that incompatible paradoxes can applied as integrated parts of a larger whole, and that loose-tight ambidextrous leadership may maintain long-term control by granting employees the discretion to bend rules . ...
Numerous studies have examined the influence of ambidextrous leadership on employee work outcomes, but few have explored the issue through the congruence or incongruence of two seemingly conflicting leadership styles. Based on paradox theory, we adopted polynomial regression and surface analysis methods to investigate the congruent/incongruent effects of loose and tight leadership techniques. In order to reduce common method bias, we used a two-wave design with a two-month time interval. By using two-wave surveys of 301 employees, this study posited that ambidextrous leadership congruence creates higher leader–member exchange quality, and that loose and tight leadership with a high strength plays a more positive role in enhancing LMX quality. This study demonstrated that LMX quality mediates the relationship between ambidextrous leadership congruence/incongruence and employee work outcomes (i.e., job performance and creativity).
... PDM would also satisfy self-esteem needs showing recognition, attention, or appreciation; and the self-actualization needs providing opportunities for self-fulfillment. Consistently, several studies have acknowledged that PDM may satisfy personnel growth [32,33], support job enrichment and the need for self-expression [34,35] and enables subordinates to be fully aware of their role within their organization and its meaningfulness [33]. ...
A supportive upward voice environment is critical in nuclear power plants in order to provide energy in a sustainable manner. In high-reliability organizations, front-line employees´ suggestions and concerns enable the early identification of potential problems that might have catastrophic consequences (e.g., a nuclear accident). Despite this, previous research has mostly focused on person-centered antecedents of upward voice and, to a lesser extent, the influence of the supervisor-subordinate relationship, while neglecting the importance of the organizational context. This study responds to the aforementioned research lacuna. It examined the relationship between participative decision making and upward voice, and the mediating role of trust in leadership in this relationship. Moreover, it further extends previous research by examining the role of safety climate, which is expected to moderate both the direct and the indirect effect of participative decision making on upward voice. The sample was composed of 495 workers from two nuclear power plants from the same organization. Findings supported the hypothesized moderated mediation model: the indirect effect of participative decision making (PDM) on upward voice via trust in leadership was contingent upon the level of the safety climate. The indirect effect became weaker as the safety climate increased. These findings support the relevance of the organizational context.
... This is one of the organizational variables that can affect the physical, psychological and spiritual health of individuals, improve their quality of life, and ultimately improve the efficiency of any organization (Esmaeili & Seidzadeh, 2017;Simone, Cicotto, Lampis, 2016). Empirical findings indicate that high job satisfaction is a major determinant of important organizational implications, such as labor market dynamics, employee retention (Pacheco & Webber, 2016), organizational performance improvement (Bacotic, 2016), and productivity (Charoensukmongkol, Moqbel, & Gutiérrez-Wirsching, 2016). ...
This paper seeks to examine transformational and transactional leadership, employees’ organizational citizenship behavior, employees’ job satisfaction and perceived organizational support; which are employees' organizational citizenship behavior associations. In addition, this study explores the mediating role of employees’ job satisfaction and perceived organizational support in the relationship between transformational and transactional leadership styles and employees’ organizational citizenship behavior. The study was conducted at the University of Birjand, Iran, on a sample of 250 employees. This research follows a descriptive and correlational approach. Our findings show that transformational leadership and employees’ job satisfaction and perceived organizational support positively and significantly influence employees’ organizational citizen-ship behavior. Additionally, results revealed that employees’ job satisfaction mediates the association between transformational and transactional leadership and employees’ organizational citizenship behavior. Moreover, employees perceived organizational support mediates the association between transformational and transactional leadership and employees’ organizational citizenship behavior. Iranian organizations, especially universities, should invest in transformational leadership and job satisfaction, as well as in the selection of managers with transformational leadership styles and employees who are eager to work at the university, in order to enrich the organizational citizenship behavior of employees.
... Job satisfaction represents the "pleasurable or positive emotional state resulting from the appraisal of one's job or job experience" (Locke, 1976(Locke, , p. 1304. It refers to a person's attitudinal state of readiness influencing one's response towards decisions, situations, subjects or objects in the workplace (Pacheco and Webber, 2016). These attitudinal states are highly individual (Judge and Klinger 2008) and formed through affective and cognitive processing, which helps to predict employees' subsequent behavior. ...
Purpose
The purpose of this paper is to examine how quality of work life (QWL) influences job satisfaction and to test if gender and organizational type moderate this relationship for Generation Y (Gen-Y).
Design/methodology/approach
Questionnaire data were collected from 328 Gen-Y employees in European hospitality businesses. Drawing on generational theory, social role theory and person–environment (P–E) fit theory, the authors discuss how gender and organizational types (i.e. independent vs corporate structures) moderate Gen-Y’s QWL–job satisfaction relationship.
Findings
The findings of the paper are as follows: first, gender and organizational type influence the QWL–job satisfaction relationship for Gen-Y. Second, job security does not change job satisfaction levels for female employees while high levels of job security negatively influence job satisfaction for male employees. Third, receiving appreciation at work increases job satisfaction for both women and men but, when receiving little appreciation at work, women remain more satisfied. Fourth, having opportunities to contribute to decisions positively affects Gen-Y’s job satisfaction. Fifth, having the right to say is more important in independent organizations, while the opportunity to realize an employee’s own potential leads to higher job satisfaction in corporate organizations.
Originality/value
The study contributes to the limited empirical scholarly research, adding to a deeper understanding of influencing factors of Gen-Y’s QWL–job satisfaction relationship.
... However, a noticeable drawback remains. That is, existent research almost exclusively focused on the impact of PDM on the job satisfaction, attitude to work and performance of individual employees or teams within an organization, failing to link it to the performance of the whole organization (Miller and Monge, 1986;Wagner and Gooding, 1987a, b;Wagner, 1994;Cox et al., 2006;Zhu et al., 2015;Pacheco and Webber, 2016;Salas-Vallina and Fernandez, 2017). Consequently, previous research primarily relied on theories on individual motivation and behavior, such as expectancy theory and cognitive psychology, to provide the theoretical base, lacking support from theories on organizational learning and performance (Vroom, 1964;Mitchell, 1973). ...
Purpose
The purpose of this paper is to relate participative decision-making (PDM) to organizational learning, and examine the impact of PDM on organizational performance.
Design/methodology/approach
The paper integrates the resource-based theory with organizational learning theory to develop a framework, and distinguishes PDM in which decisions are jointly made by employees and managers from employee decision-making (EDM) in which decisions are completely in the hands of employees. The paper incorporates an augmented Cobb–Douglass production function into a structural equation model to estimate the performance impact of PDM and EDM.
Findings
The paper tests the framework against firm-level data form China, and finds that PDM provides an opportunity for collective learning, and has a positive relationship with productivity-based profit gains; the positive relationship is stronger in firms whose management has greater accumulated knowledge and experience; EDM fails to provide an opportunity for collective learning, and has a negative relationship with productivity-based profit gains.
Originality/value
Prior research focused on the role of PDM in enhancing the motivation and performance of individual employees, considered the degree of employee involvement as a continuum with the highest being decision-making “completely in the hands of employees,” and concluded that the more involved are employees in decision-making the better. This paper relates PDM to organizational performance, and challenges this conventional view from an organizational learning perspective.
... Although there is now increased participation of women in workforce, their underrepresentation in higher posts is a disturbing fact for social sciences and women's studies (Eagly and Carli, 2007;Powell and Graves, 2003). Given that abrupt changes in business environment -both internal and external -determine the importance of work engagement for an employee (Akkermans et al., 2015;Derks et al., 2015;Shimazu et al., 2015;Timms et al., 2015) and job satisfaction has become an essential consideration for organisations (Pacheco and Webber, 2016), a study of women's views on such aspects would provide more insights into the areas that need to be reformed for their empowerment and to shatter the glass ceiling. ...
The role of employee engagement and satisfaction is very important in today’s world of changing labour market, technology, and job patterns. With an increase in women participating in the labour market, understanding their attitude towards the glass ceiling and its relationship with work engagement and job satisfaction is important for individual, organisational, and societal progress. This article studies the relationship between glass ceiling beliefs and job satisfaction through the mediating role of work engagement. Four hundred twenty women employees were surveyed as the sample for this study and structural equation modelling was used to understand the relationships. The relationship between glass ceiling beliefs and job satisfaction was found to be fully mediated by work engagement. The study recommends longitudinal studies for future studies in this area.
... Although there is now increased participation of women in workforce, their underrepresentation in higher posts is a disturbing fact for social sciences and women's studies (Eagly and Carli, 2007;Powell and Graves, 2003). Given that abrupt changes in business environment -both internal and external -determine the importance of work engagement for an employee (Akkermans et al., 2015;Derks et al., 2015;Shimazu et al., 2015;Timms et al., 2015) and job satisfaction has become an essential consideration for organisations (Pacheco and Webber, 2016), a study of women's views on such aspects would provide more insights into the areas that need to be reformed for their empowerment and to shatter the glass ceiling. ...
... As has been demonstrated in the decision-making realm, the ability to actively participate in a decision is strongly related to commitment to and quality of the outcome (Black & Gregersen, 1997). In addition, the ability to participate in decision making has been shown to quite strongly and positively affect overall job satisfaction (Pacheco & Webber, 2016). The ability to voice opinions and concerns has also long been identified as a key element of feelings of fairness and justice in the workplace, in a process that has been termed the "voice effect" (Folger, 1977). ...
... Job satisfaction is an emotional reaction to work and it is a function of the perceived relationship between what a SW seeks to gain from his/her job and what the SW perceives his/her job to be offering [42,43]. SWs' job satisfaction is one of the elements, which can ensure the success of social services in the long-term [44]. ...
Child welfare organizations are increasingly concerned with challenges emerging from the assessment of social workers’ dissatisfaction. This type of service represents the work area where social workers are at greater risk of burnout. Although several studies account for high social workers’ burnout scores, they do not systematically dwell upon its sources and roots. In addition, scholars point out that a considerable number of work related issues may be perceived both as a source of dissatisfaction and satisfaction. We assume that there is a need to deepen the understanding of how dissatisfaction’s sources may exert an impact on both personal job satisfaction and professional self-efficacy, which are positively associated with well-being at work. The present mixed-method research has two aims: (1) the extensive exploration, applying qualitative methodology, of the perceived sources of dissatisfaction; (2) the attempt to identify the extent to which those sources predict job satisfaction and professional self-efficacy. It is our purpose to further explore which differences emerge by age. The research involved child welfare workers, that is, SWs employed in public child welfare agencies in the North East of Italy. Results show the predominant role of interpersonal trust and mutual respect, as main predictors of both professional self-efficacy and job satisfaction. Practical implications of findings are discussed.
... Without an element of choice, a CWW can still be considered an alternative schedule, but not a flexible one (Kossek and Ozeki, 1999;Ronen and Primps, 1981). Since the employer is still exercising exclusive control over work time, this should by extension limit the expected benefits of increased employee autonomy associated with flexible schedules (Pacheco and Webber, 2016). ...
Purpose: The following study examines employee satisfaction with an employer-imposed compressed workweek (“CWW”) schedule within a U.S. municipality (“City”).
Design/methodology/approach: The study utilized an employee survey (N = 779) to test factors related to employee satisfaction with the CWW, a four-day, 10-hours/day workweek (“4/10 schedule”).
Findings: Employee satisfaction with the schedule is influenced by previous 4/10 pilot experience, work schedule preference, and happiness with the 4/10 schedule’s implementation. Additionally, sick leave figures and survey results regarding informal substitute work schedules suggest worker fatigue may limit the overall organizational value of the 4/10 schedule.
Research limitations/implications: The study was opportunistic in nature and therefore constrained by the City’s HR Department concerns for survey length and respondent anonymity. This meant an inability to collect demographic data or to utilize validated scales.
Practical implications: Analysis suggests that the potential work-life benefits of flexible work schedules may not apply equally to employer-imposed vs. employee-chosen compressed work schedules. Further, CWWs engender greater fatigue despite employee satisfaction, an issue managers should consider when weighing schedule costs and benefits.
Originality/value: The study highlights the importance of employee choice in conceptualizing flexibility and for capturing CWW benefits; namely an initiative’s voluntary or involuntary nature should be considered when determining whether it is likely to be beneficial for employees.
Purpose
Drawing on the challenge–hindrance stressor framework and the “too-much-of-a-good-thing” principle, this study examined the curvilinear effects of two emic social challenge stressors (guanxi beliefs and participative decision-making (PDM)) and the moderating effect of an etic social hindrance stressor (perceived organizational politics) on Hong Kong and United States nurses’ job satisfaction.
Design/methodology/approach
A quantitative survey method was implemented, with the data provided by 355 Hong Kong nurses and 116 United States nurses. Structural equation modeling was used to examine the degree of measurement equivalence across Hong Kong and US nurses. The proposed model and the research questions were tested using nonlinear structural equation modeling analyses.
Findings
The results show that while guanxi beliefs only showed an inverted U-shaped relation on Hong Kong nurses’ job satisfaction, PDM had an inverted U-shaped relation with both Hong Kong and United States nurses’ job satisfaction. The authors also found that Hong Kong nurses experienced the highest job satisfaction when their guanxi beliefs and perceived organization politics were both high.
Research limitations/implications
The results add to the comprehension of the nuances of the often-held assumption of linearity in organizational sciences and support the speculation of social stressors-outcomes linkages.
Practical implications
Managers need to recognize that while the nurturing and development of effective relationships with employees via social interaction are important, managers also need to be aware that too much guanxi and PDM may lead employees to feel overwhelmed with expectations of reciprocity and reconciliation to such an extent that they suffer adverse outcomes and become dissatisfied with their jobs.
Originality/value
First, the authors found that influences of guanxi beliefs and PDM are not purely linear and that previous research may have neglected the curvilinear nature of their influences on job satisfaction. Second, the authors echo researchers’ call to consider an organization’s political context to fully understand employees’ attitudes and reactions toward social interactions at work. Third, the authors examine boundary conditions of curvilinear relationships to understand the delicate dynamics.
The objective of this research was to analyze the impact of participation in decision-making on the job satisfaction of full-time university professors from Ensenada, Baja California, Mexico. Additionally, the research stands out for being quantitative, non-experimental and for having an exploratory design with a transversal temporal dimension. In this way, 90 surveys were applied to full-time university professors in Ensenada, Baja California, Mexico. From there, the collected data was analyzed by means of structural equation modeling based on the partial least squares technique. The findings empirically indicate that participation in decision-making has a positive and statistically significant impact on job satisfaction.
Generation Y, also known as Millennials, are twined to be job-hoppers. This generation interacts tremendously well with technology and known to use it to shape their efforts in leading an organization. With projections of Millennials forming 75% of the workforce by 2027, employers in the technology driven era are putting in tremendous efforts to win loyalty of Millennial workers towards the organization. In this VUCA world, employers are trying to explore key workplace drivers to maintain and manage this generation. The goal of businesses is to exercise technology for maximizing the satisfaction of the talented employees, resulting in loyalty and patriotism towards the organization. This chapter aims to explore the factors affecting the work satisfaction of Millennial employees leading extreme patriotism towards the organization steering to long term retention. The chapter includes a quantitative study following a descriptive research design covering 398 Millennials. The main purpose is to find broad constructs which can facilitate satisfaction level of Millennials in this technology led era.
Purpose
This paper aims to examine how the quality of work-life (QWL) factors influence job satisfaction and tests if organization type moderates this relationship.
Design/methodology/approach
The study adopts a quantitative cross-sectional research design using survey administration among resident doctors used in the Indian health-care sector. Drawing on the person-environment fit theory, leader-member exchange theory and action learning theory, the authors discuss the results.
Findings
Results depicted that in addition to the direct relationship between QWL and job satisfaction, this association is moderated by organization type.
Practical implications
The study provides critical information for health-care managers to prioritize three QWL attributes, namely, meaningful development, supervision, working conditions to enhance job satisfaction among resident doctors.
Originality/value
The study contributes to the limited empirical scholarly research adding a deeper understanding of pertinent factors influencing resident doctor’s QWL-job satisfaction relationship.
Purpose
The purpose is to review the effects of employee participation (EP) in decision-making, ownership and profit on job quality, worker well-being and productivity, and derive policy recommendations from the findings.
Design/methodology/approach
The authors summarise results of “declining labour power”, plus theoretical arguments and empirical evidence for the benefits of EP for job quality, satisfaction and productivity.
Findings
Worker well-being and job satisfaction are ignored unless they contribute directly to profitability. EP is needed to remedy this situation when employers have market power and unions are weak. The result can be a rise in both productivity and well-being.
Research limitations/implications
The chief issue here is that there are data limitations, particularly on the well-being effects of participation.
Practical implications
Lots of encouraging examples in many countries need legislative help to multiply.
Social implications
It is quite possible that there could be major implications for welfare and employment.
Originality/value
The authors make the case for public sector subsidies for employee buyouts and new cooperative start-ups, as well as legislation for works councils and profit sharing.
Di dalam persaingan penjualan semen di pangsa pasar Indonesia yang semakin ketat dan kelebihan pasokan semen dibandingkan permintaan, manajemen PT Holcim Indonesia melakukan perubahan organisasi untuk meningkatkan tingkat kompetensi terhadap para competitor yang semakin banyak baik dari dalam negeri maupun luar negeri. Perubahan yang dilakukan diantaranya penggantian manajemen puncak (CEO dan BOD), perubahan visi dan misi perusahaan serta pengurangan karyawan pada tahun 2014 – 2016. Hal ini berdampak pada kinerja perusahaan khususnya operasional pabrik Cilacap yang mengalami penurunan kinerja selama proses perubahan organisasi tersebut. Berbagai kebijakan pengembangan organisasi telah dilakukan oleh manajemen untuk meningkatkan kesiapan karyawan untuk berubah dan jika mengacu pada parameter operasi pabrik, terjadi peningkatan kinerja setelah tahun ke empat (2017). Tujuan penelitian ini adalah untuk mengetahui tingkat kesiapan karyawan untuk berubah yang dipengaruhi oleh faktor kepemimpinan (transformasional dan transaksional), keterlibatan karyawan, tingkat kepuasan kerja di lingkungan PT Holcim Tbk pabrik cilacap. Hasil penelitian ini menunjukan bahwa karyawan PT Holcim Indonesia pabrik Cilacap memiliki kesiapan untuk berubah yang tinggi dan hal tersebut dipengaruhi secar positif oleh keterlibatan karyawan dan kepuasan kerja, sedangkan faktor kepemimpinan tidak berpengaruh langsung terhadap kesiapan untuk berubah tetapi melalui variable intervening yaitu kepuasan kerja dan keterlibatan karyawan.
Americans with a disability are substantially less likely to be employed than those without a disability. Among those with a disability who are employed, additional layers of inequality have been established, including wage differences and access to benefits. Education is generally viewed as a pathway to professional work with good wages, benefits, and work conditions. In this paper, we utilise data from the 2017 National Survey of College Graduates, a nationally-representative sample of college graduates in the United States, to examine job quality between workers with and without a disability (n = 64,998 between ages 20–64). In addition to economic characteristics where we observe a median wage gap of $6,400 USD by disability status among full-time workers, this paper examines intrinsic qualities of work: autonomy, powerfulness, self-fulfilment, and meaningfulness of work. While college graduates generally rank high on intrinsic work quality (75% or more possess each of these qualities regardless of disability), on three of these four measures, full-time workers with a college degree and a disability scored significantly lower than their counterparts with no disability. We also consider individual-level preferences for job attributes and, after controlling for demographic characteristics, found that differences in intrinsic job quality by disability status remain.
The aim of this study is to explore self efficacy and job involvement as the predictor of job performance among private bank employees. The data was collected through questionnaire from 300 employees of private banks of Dehradun. Multiple regression analysis divulged that Self Efficacy is a significant predictor of Job Performance while Job Involvement is not a significant predictor of Job Performance. Furthermore a comparison was also done to identify the level of Self Efficacy and Job Involvement on the basis of gender and qualification (under graduate and post graduate). The finding increases the understanding of Self-Efficacy and Job Involvement and their impact on Job Performance and will help the organization for management policies.
Celem artykułu jest wykazanie na podstawie analizy literatury przedmiotu i zrealizowanego badania pilotażowego, że partycypacja bezpośrednia pracowników w procesie zmian organizacyjnych wpływa pozytywnie na kształtowanie pożądanych reakcji pracowników na zmiany. W wyniku zastosowania ankiety bezpośredniej oraz analizy techniką modelowania równań strukturalnych (SEM) cel ten osiągnięto. Stwierdzono, że uczestnictwo bezpośrednie pracowników we wszystkich etapach cyklu procesu zmian organizacyjnych powoduje ich współpracę i zaangażowanie na rzecz zmian oraz minimalizowanie oporów (pożądane reakcje). (
The article had some research goals: identifying determinants of recommending an employer by employees; defining the hierarchy of these determinants; etc. To prepare the theoretical part, the method of cognitive-critical analysis of literature on marketing, management and HRM was used. To prepare the empirical part, the following research methods were used: a questionnaire (to gather primary data) and the methods of statistical analysis (correspondence analysis). The statistical analysis allowed to identify the dependences between several variables and recommending an employer and to arrange them hierarchically. The strongest determinants of recommending an employer turned out to be: emotional attitude toward the employer, identifying with the company, the way of treating subordinates by superiors. Other dependences were statistically important (apart from one) but their strength was weaker. The main value of this article is applied approach presenting employees as prosumers. This approach is quite new because so far only consumers were treated as the prosumers.
The purpose of this study is to investigate the effect of organizational learning capacity on innovative behavior and analyze the difference between the construction site and headquarter staffs, taking into account the differences between the two groups. Through a literature review, this study examined the relationship between organizational learning capacity and innovative behavior and established relevant hypotheses. We surveyed the members of D construction company and collected responses from 357 people (151 construction site staffs and 149 head office staffs). Structural equation modeling, multi-group analysis, and latent mean analysis were performed to achieve the research objectives. The result of structural equation modeling showed that shared vision and cooperation and participatory decision-making were positively related to innovative behavior. The result of the multi-group analysis showed that there was no difference between the two groups in the structural relationships found in the results of the structural equation modeling. Finally, in the result of the latent mean analysis, the head office staffs showed lower scores in all variables than the construction site staffs, but the latent mean differences were not statistically significant. Based on these results, considering the characteristics of construction companies, this study discussed the importance of organizational learning capacity, as an antecedent of innovative behavior, should be emphasized in the field of HRD.
The purpose of mental healthcare system reform was to enhance service efficiency by strengthening primary mental healthcare and increasing service integration in communities. Reinforcing interprofessional teamwork also intended to address the extensive and multidimensional needs of patients with mental disorders by bringing together a broader array of expertise. In this context, mental healthcare professionals (MHCPs) from various health and social care professions are more interdependent in many aspects of their work (tasks, resources, and goals). We wanted to examine the effect of perceived interdependence among MHCPs on their work role performance in the context of mental healthcare. For this purpose, we developed and tested a model coherent with the Input-Mediator-Outcome-Input (IMOI) framework of team effectiveness. Data from questionnaires administered to 315 MHCPs from four local health service networks in Quebec, Canada were analysed through structural equation modelling and mediation analysis. The structural equation model provided a good fit for the data and explained 51% of the variance of work role performance. Perceived collaboration, confidence in the advantages of interprofessional collaboration, involvement in the decision process, knowledge sharing, and satisfaction with the nature of the work partially mediated the effect of perceived interdependence among team members on work role performance. Therefore, perceived interdependence among team members had a positive impact on the work role performance of MHCPs mostly through its effect on favourable team functioning features. This implies, in practice, that increased interdependence of MHCPs would be more likely to truly enhance work role performance if team-based interventions to promote collaborative work and interprofessional teaching and training programs to support work within interprofessional teams were jointly implemented. Participation in the decision process and knowledge sharing should also be fostered, for instance, by adopting knowledge management best practices.
This article identifies three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular—job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. Suggestions for practitioners are provided on how to close the gaps in knowledge and for evaluating implemented practices. Future research will likely focus on greater understanding of personal characteristics, such as emotion, in defining job satisfaction and how employee attitudes influence organizational performance. © 2004 Wiley Periodicals, Inc.
A meta-analysis of single-item measures of overall job satisfaction (28 correlations from 17 studies with 7,682 people) found an average uncorrected correlation of .63 (SD = .09) with scale measures of overall job satisfaction. The overall mean correlation (corrected only for reliability) is .67 (SD = .08), and it is moderated by the type of measurement scale used. The mean corrected correlation for the best group of scale measures (8 correlations, 1,735 people) is .72 (SD = .05). The correction for attenuation formula was used to estimate the minimum level of reliability for a single-item measure. These estimates range from .45 to .69, depending on the assumptions made.
The relationship between organizational performance and two dimensions of the ‘high performance work system’ – enriched job design and high involvement management (HIM) – is widely assumed to be mediated by worker well-being. We outline the basis for three models: mutual-gains, in which employee involvement increases well-being and this mediates its positive relationship with performance; conflicting outcomes, which associates involvement with increased stress for workers, accounting for its positive performance effects; and counteracting effects, which associates involvement with increased stress and dissatisfaction, reducing its positive performance effects. These are tested using the UK’s Workplace Employment Relations Survey 2004. Job satisfaction mediates the relationship between enriched job design and four performance indicators, supporting the mutual gains model; but HIM is negatively related to job satisfaction and this depresses a positive relationship between HIM and the economic performance measures, supporting a counteracting effects model. Finally, HIM is negatively related to job-related anxiety–comfort and enriched job design is unrelated to it.
This study explores the impact of culture on participatory decision making (PDM) and job satisfaction (JS) using data obtained from the European Values Study (EVS). We parameterise two different cultural variables using principal components analysis: first a continuum based on survival versus self-expression values and second a continuum based on traditional versus secular-rational values. Application of ordered logistic regression to Likert scales of PDM and JS suggests that greater self-expression in the survival versus self-expression variable enhances both PDM and JS; and more traditional values in the traditional versus secular-rational continuum have the same effect.
This article questions the view of leading advocates of lean production and high-performance work practices that these increase employee influence. It examines workers’ experiences in the automobile and aerospace sectors in Italy and the UK. Despite national differences in industrial relations and cultural differences between firms, a significant democratic deficit existed in all cases.
Participation in decision making (PDM) takes several distinct forms. A review of empirical studies demonstrates that effects of participation on satisfaction and performance vary according to form. The findings cast doubt on the conclusions of earlier reviews based on a unidimensional view of PDM and raise several issues for the study and practice of PDM.
Although the organizational theory and change literature are replete with intuitively reasonable descriptions concerning the potential effects of participation programs, few efforts have been made to empirically test participation theory. This article examines such theory via a longitudinal study in a naturalistic field setting. The primary intent is to examine the multidimensional organizational efforts that a participative change program lasting approximately 6 years with four separate measurement periods has on direct and indirect participants in contrast to the spontaneous changes in a comparison site. In addition to the delineation of the present study's methodology, results, and interpretation, a brief historical account of participation theory and a review of the empirical participation literature is provided. Contrasts with the comparison site indicate that the change program had beneficial effects for direct participants in the change program, some of which spilled over to other indirectly involved employees at the change site.
Purpose – The purpose of the paper is to clarify the mixed empirical results concerning the association between educational level and job satisfaction. It seeks to test whether the positive relationship between educational level and job satisfaction is caused by indicators of job quality. Design/methodology/approach – Three models are estimated. In the first model, the impact of the educational level on job satisfaction is examined using an ordinal regression analysis. The second model estimates the impact of the educational level on indicators of job quality, using the appropriate technique (OLS or binary logit). The third model reveals the “true” impact of the educational level on job satisfaction, when the job quality indicators are added as independent variables. Survey data on Flemish youth in their first job are used. Findings – The results show that higher educated workers are more satisfied than their lower educated counterparts, because they have a job of better quality. When one controls for all job characteristics, a negative relationship appears, with higher educated workers reporting less job satisfaction. Research limitations/implications – The hypothesis is only tested for a sample of Flemish youth in their first job (cross-sectional data). Practical implications – Future empirical studies on job satisfaction should include indicators for job quality, in order to reveal the true effect of educational level on job satisfaction. Investing in the job quality of lower educated young workers might boost their job satisfaction and as a consequence also their productivity. Originality/value – Suggests that the diverging results concerning the relationship between educational level and job satisfaction could be due to insufficient control for indicators of job quality.
In a U.S. invested enterprise in China, the receptivity of Chinese employees to a participative work environment was examined. Structural equation analysis indicated support for a model in which job satisfaction mediates the relationships between elements of a participative work environment (i.e., tasks performed, the relationships individuals had with their work groups, and the nature of the decision making processes) and employee willingness to cooperate with co-workers and intention to quit. Task interdependence also had a direct relationship with willingness to cooperate.
Purpose
The relationship between participation and job performance has captured the interest of not only business researchers but also education researchers. However, the topic has not gained significant attention in the educational management research arena. The purpose of this paper is to empirically examine the impact of participation in decision making on lecturer performance in higher education.
Design/methodology/approach
Mail survey was used to collect the data. Open‐ended questionnaires were distributed to the lecturers in Yogyakarta Province in Indonesia. A total of 347 usable questionnaires were obtained which is about 46.3 percent rate of return. Factor analysis was used to identify the constructs. All Cronbach's alpha values are more than 0.7 and factor loading is more than 0.50. Regression analysis was employed to test research hypotheses. In addition, t ‐test and ANOVA test were also conducted to investigate the different impact of demographic data on the job performance of the lecturers.
Findings
This study finds that participative decision making and academic rank have significant effect on lecturer performance. This finding implies that involving lecturers in educational decision making would be useful to improve not only lecturer performance but also organizational performance. In addition, among all demographic variables taken into account, only academic rank significantly affects lecturer performance.
Research limitations/implications
This study assumes constant the reward system and performance appraisal factors that might affect the relationship between participation and lecturer performance. The research findings urge the Indonesian government to immediately set an order of a participative decision making system to facilitate the realization of a better quality of Indonesian higher education performance.
Originality/value
Participative decision making is a tool to align an organization's vision and a lecturer's objectives. The higher the level of lecturer's participation in decision making the higher the lecturer's commitment to the organization's vision and the higher the lecturer's performance will be.
This paper is about the elusive and highly sought after goal of happiness. For decades, since the famous Hawthorne studies, the happy/productive worker thesis has forcefully captured the imagination of management scholars and business executives alike. According to this "Holy Grail" of management research, workers who are happy on the job will have higher job performance than those who are less happy. Most typically, happiness has been measured as job satisfaction. We propose that this viewpoint is unnecessarily limiting and suggest an expanded view of the thesis, considering worker happiness as psychological well-being (PWB). We explore this perspective in greater detail, illustrating how happiness, considered as PWB, works to the benefit of both employers and the employees. We conclude with a discussion of several intervention strategies for promoting workplace happiness and increased productivity. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Presents a new approach for attaching behavioral costs to attitudes, based on data from 169 bank tellers (average age, 30 yrs). Attitudes were measured through an employee survey; behavioral measures were constructed based on company records. Behavioral costs per employee were assigned through cost-accounting techniques. Attitudes were correlated with future behavior, the behavioral changes associated with attitudinal shifts were estimated, and new behavioral costs per employee were computed. Results show expected direct-cost savings of $17,664 in absenteeism, turnover, and performance from a .5 standard deviation increase in job satisfaction; savings associated with enhanced job involvement and motivation are also reported. A critical analysis of the approach used is presented, as is a discussion of its usefulness to organizations. (26 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Despite considerable interest in the study of job satisfaction and dissatisfaction, our understanding of these phenomena has not advanced at a pace commensurate with research efforts. It is argued that a major reason for this lack of progress is the implicit conception of causality accepted by most psychologists. It is called the policy of “correlation without explanation.” The present approach to the topic of job attitudes emphasizes a more conceptual approach to the problem. Using Rand's theory of emotions as a starting point, the concepts of satisfaction, dissatisfaction, value, emotion, and appraisal, and their interrelationships are discussed. The present theory of job satisfaction is contrasted with previous theories. Data illustrating an approach to satisfaction based on the present theory are given. Other issues discussed are: value hierarchies; the dynamic character of values; overall job satisfaction; the Herzberg two-factor theory; the measurement of satisfaction and values; and rational vs. irrational values.
Overall job satisfaction is likely to reflect the combination of partial satisfactions related to various features of one's job, such as pay, security, the work itself, working conditions, working hours, and the like. The level of overall job satisfaction emerges as the weighted outcome of the individual's job satisfaction with each of these facets. The purpose of this study is to determine the extent and importance of partial satisfactions in affecting and explaining overall job satisfaction. Using the European Community Household Panel (ECHP) a two layer model is estimated which proposes that job satisfaction with different facets of jobs are interrelated and the individual's reported overall job satisfaction depends on the weight that the individual allocates to each of these facets. For each of the 10 countries examined, satisfaction with the type of the job is the main criterion by which workers evaluate their job for both the short and the long term.
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.
In this article I reanalyze a recent review of research on relationships between participation and performance or satisfaction; next I compare the results of this reanalysis with the findings of 10 other reviews. Despite ostensible differences among the initial findings of the 11 reviews, further analysis indicates that they all support the same conclusion: Research suggests that participation can have statistically significant effects on performance and satisfaction, but the average size of these effects is small enough to raise concerns about practical significance.
In this paper we present several models which have been utilized to "explain" the variation of proportions. For these models, we review single equation estimation techniques which yield asymptotically efficient estimators. We then go on to consider the analysis of a set of correlated sample proportions and develop a joint estimation procedure which yields asymptotically efficient estimators. The joint estimation procedure, by taking account of heteroscedasticity as well as the correlations existing between proportions, produces estimators with smaller asymptotic variances than do single equation techniques which take account only of heteroscedasticity. Data on consumer decisions with respect to durable purchases and use of installment credit are analyzed to illustrate one use of these techniques in economics.
A structural equationmodel was proposed to analyze the impact of employee participation and job characteristics on job satisfaction. The current study found that participative decision making has a significant positive effect on performance feedback, task significance, and career development support. Performance feedback was positively related to job specificity and career development support. Task significance and career development support were, in turn, positively related to job satisfaction. These findings suggest that participation has an important, albeit indirect, effect on employee job satisfaction through its influence on job characteristics. The implications of these findings for public management are discussed.
This paper seeks to elucidate the phenomenon of employee direct participation (EDP) in contemporary Britain and Australia. EDP encompasses a range of practices, which involve some degree of communication and consultation between management and employees or delegation of responsibility for tasks. We utilize workplace and employee data from the 1995 Australian Workplace Industrial Relations Survey (AWIRS95) and the 1998 (British) Workplace Employee Relations Survey (WERS98) to assess the extent of usage of various forms of EDP in Britain and Australia. In addition, we assess the extent to which such practices are associated with enhanced employee discretion at work. The results indicate that EDP is widespread in both Britain and Australia, but that it is not associated with enhanced employee discretion.
Few topics have resulted in as much theory, empirical study, controversy, and practical application as participative decision-making (PDM). Although most past empirical research has assumed that the decision-making process in PDM was unidimensional, this paper explores a multidimensional view and examines the integration of degree of participation and decision-making processes and their relationship with satisfaction and performance. The results suggest that the degree of involvement in generating alternatives, planning, and evaluating results are related significantly to satisfaction and that degree of involvement in generating alternatives and planning are related significantly to performance.
This study was designed to test the developmental effects of quality circles (QCs) on participants' job performance and promotions. A quasiexperimental design was used to compare 118 circle members with 118 noncircle employees. In the year following the circle intervention, circle members received significantly greater performance ratings and were promoted morefrequently than non-members. The developmentalproperties of the QC process believed responsible for these findings are discussed. Other possible explanations for the results are also proposed: visibility, positive evaluation bias, and anticipatory socialization.
Explanations for women's historic underrepresentation in managerial jobs include actual or assumed sex differences in relevant qualifications, institutional barriers, and men's desire to retain the advantages afforded by managerial status. To the extent that women's increasing representation in managerial jobs stems from declines in real and stereotyped sex differences in qualifications, management jobs should afford women both the organizational authority and the rewards authority customarily gives men. If women's greater share of managerial jobs represent employers' minimal response to antidiscrimination pressures, managers' sex should continue to affect their authority and rewards, net of their inputs and organizational status. This article investigates these alternatives by examining the effect of sex in the access to and returns to authority, using data from a survey of self-described managers. Analyses revealed that women managers were concentrated low in chains of command, that they tended to supervise workers of their own sex, and that their role in decision making was primarily providing input into decisions that men made. Net of education, experience, type of employer, and organizational level, being female reduced the scope of managers' decision-making authority. Moreover, making organizational decisions raised men's but not women's earnings. These results suggest that the desegregation of managerial occupations does not signal the declining significance of sex in workplace authority.
Purpose
Regulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time.
Design/methodology/approach
Structural equation modeling was used to examine longitudinal, matched sample data for causal inferences.
Findings
The paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation.
Research limitations/implications
The use of quantitative, self report data, small samples and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred.
Practical implications
Although participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety.
Originality/value
The paper examines inferred causality within a participative decision‐making framework and addresses the previously neglected need for multi‐site and longitudinal studies.
Revisits Parnell and Bell’s arguments that managers have different propensities for participative decision making (PPDM) and develops a modified scale to measure the construct which includes commitment and cultural components. Specifically, findings suggest that a manager’s PPDM is a function of four core factors: beliefs concerning the effectiveness ofparticipation, perceptions about the effect of participation on the manager’s power, theculture of the organization in which the manager operates, and the presence of a genuine commitment to participative decision making.
Purpose
This paper aims to contribute to the growing body of empirical evaluations of workers' subjective well being by assessing the impact of values, beliefs, important job attributes and autonomous institution building on employees' job satisfaction across ten countries in Central and Eastern Europe.
Design/methodology/approach
Data derived from the European Values Study 1999/2000 is being utilised, which provides detailed information not only on job satisfaction and socio‐demographic characteristics, but also on individuals' subjective views, beliefs and important job attributes. Following a descriptive narrative on the transformation in emerging market economies, ordered probit regressions are performed to determine the significance of these characteristics, values and beliefs on workers' job satisfaction.
Findings
The empirical findings suggest that reported attitudes, values and beliefs and their impact on job satisfaction evince traits of a legacy of communist industrial relations as well as subsequent experiences with economic and social transition. What is more, the study also uncovers the positive influence of trust and confidence in autonomous institution building on workers' job satisfaction, specifically in the context of reformed trade unions, education and social security.
Originality/value
In previous studies, job satisfaction has been examined primarily in Western Europe and the USA. In contrast, empirical examinations to identify the determinants of job satisfaction for employees in Central and Eastern Europe have not figured prominently in this literature. This paper adds value by providing robust empirical results for this region.
The results of a questionnaire study of employed men indicated that a relationship exists between occupational level and job satisfaction; the amount of change in occupational level has little effect upon job satisfaction, although the direction of change is of considerable importance; the difference between present occupational level and the level aspired to is inversely related to degree of job satisfaction; the nature of the work is the most frequent reason reported for disliking a job, with economic reasons second, and managerial policies an infrequent third; job satisfaction increases with age, but the development is cyclical, individuals 24-34 and 45-54 being less satisfied than those of other ages. The results also suggest that two occupational scales exist, one for white-collar and the other for manual workers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A job satisfaction blank mailed to 203 names listed with interest in vocational or industrial psychology in the American Psychological Association directory was answered by 66 persons. The average of self estimates on job satisfaction ranks "at the 64th percentile of the employed adult population, which is almost exactly the level of the professional, managerial, and executive class." (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Little recent empirical work in economics or industrial relations has examined job satisfaction, despite its demonstrated correlation with labour market behaviour such as quits, absenteeism and productivity. This paper uses information from a study of 5000 British employees to investigate the relationship between three measures of job satisfaction and a wide range of individual and job characteristics. Notably, men, workers in their thirties, the well-educated, those working longer hours and workers in larger establishments have lower levels of job satisfaction. The estimated job satisfaction equations are used to calculate a measure of the shadow wage and to provide some evidence that is consistent with the existence of non-compensating differentials in the industry and occupational wage structure.
A number of studies in the human resources literature acknowledge the importance of workplace training for inducing organisational commitment on the part of workers. However, small sample sizes and the absence of relevant panel data have raised concerns about the general validity of results and highlighted the need for further research to explicitly include on-the-job training as an important facet of job satisfaction. A similar empirical gap exists in the economics and industrial organization literature, where despite the importance of both, on-the-job training and job satisfaction, to influence labour productivity the relationship between the two has received surprisingly little attention. The aim of this paper is to bridge this gap in our knowledge and assess the impact of further training on job satisfaction in the western regions of Germany. We use data derived from the German Socio-economic Panel, which covers the period 1984-2002. Concentrating on full-time employed individuals, we focus in particular on the 1989, 1993 and 2000 interview waves, which include a number of questions on work-related training and offer detailed information on the type and duration of training received, and whether employers sponsored such training. The empirical results of the study provide information about the decision to participate in further training and the latter's impact on job satisfaction. Gender inequality issues in Germany's segmented labour market are explained by reference to discrepancy theory, equity theory, social exchange theory and the perception of a breach in the psychological contract between firms and female trainees.
In this research case study, the competing hypothesis of socialization, structural and social role theories were derived and used to explore and compare the job attitudes and satisfaction of women and men in a Canadian insurance company subsequent to voluntary implementation of an employment equity programme. Gender comparisons of both managerial and clerical employees on individual facets of satisfaction indicated the most support for social role theory, some support for structural theory and the least support for socialization theory. These findings indicate that managerial women and men tend to derive work satisfaction from similar sources. The variation in facet results cautions against global conclusions about gender and job satisfaction. Unanticipated consequences such as a ‘backlash’ (Faludi, 1991) of managerial men and a ‘glass escalator’ (Williams, 1992) for clerical men were also suggested by the findings in this case. A key implication is the potential benefit to both organizations and managerial women from steps taken to level the structural playing field.
This article analyzes gender differences in job satisfaction among full-time workers. Why do women report equal or greater job satisfaction than men in spite of objectively inferior jobs? Analysis reveals few differences between men and women in the determinants of job satisfaction when considering job characteristics, family responsibilities, and personal expectations. Little support is found for theories that men and women: (1) focus on different aspects of work in arriving at a given level of job satisfaction; (2) differentially condition their job satisfaction according to the extent of their family responsibilities; and (3) employ different personal expectations in evaluating their jobs. Two alternative explanations for women's relatively positive job attitudes are considered. First, women may arrive at a higher level of job satisfaction than men by using different comparison groups. Second, men may be more willing to verbalize dissatisfaction with work because of different socialization. The most likely explanation is that these processes operate in conjunction to produce greater reported job satisfaction among women.
Researchers and practitioners in both the public and private sectors agree that participative management improves employees' job satisfaction. Public agencies have also turned to strategic planning to enhance government performance and accountability. This study explores the relationship between participative management in the context of the strategic planning and job satisfaction in local government agencies. The results of multiple regression analysis show that managers' use of a participative management style and employees' perceptions of participative strategic planning processes are positively associated with high levels of job satisfaction. The study also finds that effective supervisory communications in the context of the strategic planning process are positively associated with high levels of job satisfaction. The study suggests that participative management that incorporates effective supervisory communications can enhance employees' job satisfaction. In this regard, organizational leaders in the public sector should emphasize changing organizational culture from the traditional pattern of hierarchical structure to participative management and empowerment.
This article deals with the question whether exclusion restrictions on the exogenous regressors are necessary to identify multiple equation probit models with endogenous dummy regressors. The contradictory opinions in the literature are discussed, and a simple criterion of avoiding identification problems is formulated.
This paper analyzes the effect of job satisfaction on labor turnover by gender using data from the first two waves of the Swiss Household Panel (1999 and 2000). The results confirm that job satisfaction is a very good predictor of future quits and, more important, reveal that job satisfaction does not influence the inclination to become non-employed; that is, neither men nor women self-select out of the labor force due to dissatisfaction. This result clearly refutes the claim that the gender/job satisfaction paradox (i.e., the fact that women tend to be more satisfied at work than men) is being driven by self-selection. This paper also shows that, based on job satisfaction information and quitting behavior, there is no apparent difference in firm attachment between men and women.
This paper is concerned with the situation in which samples from a population of biological organisms are exposed to a stimulus at various levels, the effect on the organisms being manifested in terms of the observable quantal responses of two or more separate physiological systems. A method of analysis is put forward, based upon the notion that each organism may be characterised by a tolerance vector, the components of which correspond to the reaction of the various physiological systems. In this way, it is possible to assess the relation between the responses of the different systems in terms of the correlation structure of the components of the tolerance vector, as well as the dosage-response relation for each separate system. The problems of estimation and hypothesis testing are discussed and the proposed methods are illustrated by a study of the prevalence of respiratory symptoms in a human population.
Purpose
The purpose of this paper is to empirically test whether various flexible work arrangements produce different effects on alternative measures of job satisfaction in Europe. To test the existence of heterogeneity in the impact of flexibility on job satisfaction, the paper verifies whether this relation varies with workers' characteristics.
Design/methodology/approach
Empirical evidence is based on a representative sample of European employees taken from a specific wave of the Eurobarometer survey. An ordered probit estimator is used to get the relevant estimates and endogeneity problems have been addressed by exploiting the richness of the data‐set in terms of information on workers' attitude toward work and life (used as proxies of unobserved time‐invariant factors, which are the primary source of endogeneity).
Findings
A positive link was found between functional flexibility and job satisfaction and either no effect or a negative impact of quantitative flexibility. The positive impact of functional flexibility is greater when considering satisfaction for intrinsic aspects of the job. Estimates by workers' characteristics highlight interesting differences by age, skill and country of residence.
Research limitations/implications
The major limitation is the cross‐sectional nature of the data, but there was no awareness of any panel data containing information on all the relevant variables of this analysis.
Originality/value
With respect to the existing literature, the paper simultaneously considers different types of flexibility and estimates their effect on different facets of job satisfaction, also considering the impact of flexibility on job satisfaction by workers' characteristics. This evidence may be useful to firms in designing more tailored flexibility packages.
Studying behavior in economics, sociology, and statistics often involves fitting models in which the response variable depends on a dummy variable- also known as a regime-switch variable- or in which the response variable is observed only if a particular selection condition is met. In either case, standard regression techniques deliver inconsistent estimators if unobserved factors that affect the re- sponse are correlated with unobserved factors that affect the switching or selection variable. Consistent estimators can be obtained by maximum likelihood estimation of a joint model of the outcome and switching or selection variable. This article describes a “wrapper” program, ssm, that calls gllamm (Rabe-Hesketh, Skrondal, and Pickles, GLLAMM Manual [University of California – Berkeley, Division of Bio- statistics, Working Paper Series, Paper No. 160]) to fit such models. The wrapper accepts data in a simple structure, has a straightforward syntax, and reports out- put that is easily interpretable. One important feature of ssm is that the log likelihood can be evaluated using adaptive quadrature (Rabe-Hesketh, Skrondal, and Pickles, Stata Journal 2: 1–21; Journal of Econometrics 128: 301–323). Copyright 2006 by StataCorp LP.