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The job satisfaction-job performance relationship: a qualitative and quantitative review
... It is crucial for organizations to assess employee job satisfaction, since low satisfaction may initiate detrimental responses amongst the workforce, resulting in significant economic burden. Satisfaction has been found to be consistently linked with levels of employee performance, with decreased satisfaction leading to decreased performance (Judge, Thoresen, Bono, & Patton, 2001). It is in an organization's best economic interest to promote satisfaction, since satisfied workers are more likely to deliver an increased level of performance. ...
... Job satisfaction, and its critical relationship with employee well-being, has been extensively documented across the literature (e.g., Faragher, Cass & Cooper, 2005;Iaffaldano & Muchinsky, 1985;Judge, et al., 2001;Warr, 2009). Significant correlations between these two domains, showing employees experiencing low levels of satisfaction exhibit decreased well-being, and in particular reporting elevated levels of anxiety and depression (Faragher et al., 2005). ...
... Results indicated significant correlations between all measures of satisfaction and both anxiety-contentment and depression-enthusiasm measures of well-being. These results suggest that as satisfaction increases so does well-being, fully supporting previous literature which details this positive relationship (Faragher, Cass & Cooper, 2005;Iaffaldano & Muchinsky, 1985;Judge et al., 2001;Warr, 2009). The results of this study also highlight an interesting distinction. ...
This study proposes a new way of examining the link between employee well-being and job satisfaction through evaluating which aspects of satisfaction employees deem important. For example, if employees believe recognition for good work is important, however, are dissatisfied with the amount recognition they receive this will detrimentally impact employee well-being compared to employees who do not think this feature of satisfaction to be important. By examining employee attributed importance organizations could to more effectively target interventions to improve employee well-being by focusing on features of satisfaction their employees consider important.
... Theories on job satisfaction, an organizational dimension, also became fragmented over time. These theories supported employee surveys such as the Minnesota Satisfaction Questionnaire; however, this and other scales remained validated and reliable only for employment conditions in the United States 20 th -century jurisdiction, [34], [35], surveyed the literature on the relationship between job satisfaction and job performance, which varied from the job commitment/performance theorists Maslow, McGregor, [29], [30]. Analyzing over 312 separate studies, they found no correlation between job satisfaction and job performance, noting that research attention to this approach had waned, [35]. ...
... These theories supported employee surveys such as the Minnesota Satisfaction Questionnaire; however, this and other scales remained validated and reliable only for employment conditions in the United States 20 th -century jurisdiction, [34], [35], surveyed the literature on the relationship between job satisfaction and job performance, which varied from the job commitment/performance theorists Maslow, McGregor, [29], [30]. Analyzing over 312 separate studies, they found no correlation between job satisfaction and job performance, noting that research attention to this approach had waned, [35]. ...
... However, researchers were not deterred from pursuing these domains. A highly complex example was later created by, [36], who explained the history of modeling job satisfaction (factors generalized or unspecified; a research approach they agreed with, [35]) organizational commitment (affective, continuance, normative 3 ; this research approach they found acceptable); organizational culture (shared norms and values categorized as a clan, adhocracy, hierarchy, and market orientation 4 ). They determined that employees from clan-and adhocracy-dominated organizations were more likely to exhibit job satisfaction (not associated with intention to leave) and organizational commitment (associated with intention to leave). ...
Purpose –Employees’ willingness to continue working for their firm may be related to their length of service. This is of particular concern in Saudi Arabia where Vision 2030’s objectives include the Saudization (hiring of Saudi Nationals on a quota basis) of the private sector and where women are just beginning to enter the labor market in great numbers despite traditionally having a particularly low labor market participation rate. The research question of this study is: “Who is more satisfied and what are the preferences for long and short-term employees in Saudi Arabia?”.
... It serves as a litmus test for gauging an individual's emotional, cognitive, and behavioral responses to their job, encapsulating their feelings of contentment, fulfillment, and happiness in the workplace (Spector, 1997). This holistic perspective on job satisfaction highlights its significance in organizational psychology and human resource management, as it directly impacts employee motivation, commitment, and performance (Judge et al., 2001). Job satisfaction, a cornerstone of modern workplace psychology, reflects an individual's overall contentment and attitude towards their job (Robbins & Judge, 2018). ...
... This complex construct encapsulates emotional, cognitive, and behavioral responses to the work environment (Spector, 1997). Job satisfaction research has gained significant attention in organizational psychology and human resource management (Judge et al., 2001) due to its profound implications for both employees and organizations. The concept of job satisfaction has been the subject of extensive scholarly inquiry due to its far-reaching implications. ...
... It is a central indicator of an employee's well-being and is often linked to their overall quality of life. When employees are satisfied with their jobs, they tend to experience higher levels of happiness, lower stress levels, and improved mental and physical health (Judge et al., 2001). Furthermore, job satisfaction has been shown to impact various critical outcomes in the workplace. ...
... Specifically, employee performance, which is a crucial factor for the sustainability of a firm, can be determined by the severity of an economic crisis. Work-related behaviors, such as employee performance, productivity, creativity and turnover are influenced by job attitudes like job satisfaction and organizational commitment (Jaros 2007, Judge & Kammeyer-Mueller, 2102, Judge et al. 2001, Markovits, Boer & Dick, 2013. Work related attitudes, like all attitudes, are not stable and can change due to external stimuli and social upheaval. ...
... This study attempts to measure and evaluate employee performance by using the two most important job attitudes; namely, job satisfaction and organizational commitment. Both are welldocumented factors determining behaviors such as employee performance, productivity, creativity and turnover (Jaros 2007, Judge & Kammeyer-Mueller 2102, Judge et al. 2001, Harrison, Newman & Roth, 2006, Markovits, Boer & Dick, 2013, Riketta, 2008. Harrison, Newman & Roth (2006) come to the conclusion that overall job attitude (i.e. ...
... The relationship between job satisfaction and job performance is one of the most well established research traditions in industrialorganizational psychology; it has been described as 'Holy Grail' of industrial psychologists (Judge et al. 2001). According to Judge & Kammeyer Mueller's (2012) meta-analysis, there is indeed a substantial relationship between job satisfaction and job performance. ...
Organizations & employees in Greece are affected by the on-going financial crisis which has far-reaching negative impacts on many aspects of the economic life. This paper examines the impact of the financial crisis on employee performance in Greece. Data is collected from a heterogeneous sample of employees from public and private sector. Participants report their job satisfaction and organizational commitment, the change of their working conditions and the problems they have experienced during the last six years since the crisis has started. Results show that pay and extrinsic satisfaction, as well as, job security and affective commitment are the factors influencing employee perception about the deterioration of working conditions. Furthermore, the findings indicate that employees in the public sector feel less satisfied with their payment, but equally insecure with private sector’s employees. Permanent and open-ended contract staff, as well as, full time employees are more secure and satisfied with their payment and more affective committed than people with more flexible type of employment. The results of this study indicate that it is important for managers to develop management policies to improve employee satisfaction and commitment as these relate to performance increase.
... Thomas and Feldman (2008) have shown that job satisfaction decreases with age 21 . Furthermore, an investigation conducted by Judge et al. (2001) revealed that older employees often exhibit higher degrees of job satisfaction when compared to their younger counterparts 22 . Moreover, a separate study conducted by Warr and Inceoglu (2012) found that older workers frequently demonstrate a more congruous alignment between their individual characteristics and the demands of their respective job roles, thereby contributing to elevated levels of job satisfaction 23 . ...
... Thomas and Feldman (2008) have shown that job satisfaction decreases with age 21 . Furthermore, an investigation conducted by Judge et al. (2001) revealed that older employees often exhibit higher degrees of job satisfaction when compared to their younger counterparts 22 . Moreover, a separate study conducted by Warr and Inceoglu (2012) found that older workers frequently demonstrate a more congruous alignment between their individual characteristics and the demands of their respective job roles, thereby contributing to elevated levels of job satisfaction 23 . ...
... Indeed, there are studies that have found a signi cant positive relationship between educational levels and job satisfaction. A study conducted byJudge et al. (2001) revealed that individuals with higher educational quali cations generally exhibit higher levels of job satisfaction compared to those with lower levels of education22 . Furthermore, research conducted byWarr and Inceoglu (2012) found that individuals with higher levels of education typically experience a better alignment between their skills and the demands of their job23 . ...
This research aimed to investigate the influence of safety climate on job satisfaction and determine the relative importance of these variables among employees employed in a tire manufacturing organization. A descriptive-analytical cross-sectional study was conducted involving 280 individuals working in a tire manufacturing company. The data collection process involved the utilization of Dante's job satisfaction questionnaire and the NOSACQ Nordic Safety climate questionnaire. Data analysis was performed using the software SPSS version 29.0 and R programming language version 4.2.2. The findings revealed that individuals who had not experienced workplace accidents exhibited significantly higher levels of job satisfaction compared to those who had encountered such incidents. Moreover, the results of multiple regression analysis demonstrated a significant relationship between job satisfaction and factors including overall safety climate score, history of workplace accidents, and educational status. These findings undeniably underscore the crucial role of safety climate in influencing employees' job satisfaction levels within the tire manufacturing industry.
... Por otro lado, La satisfacción laboral es un concepto clave en el estudio del comportamiento organizacional y se ha definido como "la actitud general positiva o negativa de un individuo hacia su trabajo" (Spector, 1997, p. 2). La satisfacción laboral es un factor importante en la vida laboral de los empleados y se ha relacionado con el desempeño laboral, la retención de empleados y el bienestar psicológico de los trabajadores (Judge, Thoresen, Bono, & Patton, 2001). ...
... Numerosos estudios han demostrado que la satisfacción laboral está positivamente relacionada con el desempeño laboral (Judge et al., 2001), lo que sugiere que los empleados que están satisfechos con su trabajo tienden a ser más productivos que aquellos que no lo están. Además, la satisfacción laboral se ha relacionado con una mayor retención de empleados (Lambert, Hogan, & Barton, 2001), lo que indica que los empleados que están satisfechos con su trabajo son más propensos a permanecer en su organización y menos propensos a buscar empleo en otros lugares. ...
... Por otro lado, la satisfacción laboral se refiere al grado de contentamiento que un trabajador experimenta en su trabajo (Judge, Thoresen, Bono, & Patton, 2001). La satisfacción laboral se puede medir mediante diversos factores, como el ambiente laboral, el salario, las oportunidades de crecimiento profesional, la carga de trabajo y la relación con los compañeros de trabajo. ...
El objetivo del presente trabajo de investigación es evaluar el compromiso y la satisfacción laboral en docentes de una institución educativa pública, e identificar la existencia de una relación entre ellas, mediante la realización de cuestionarios validados UWES-9 y S20/23, para el planteamiento de acciones de mejora. Mediante el análisis de los datos obtenidos, se identificará las posibles problemáticas sobre los aspectos estudiados en los docentes de la institución, y así mediante un plan de acción proponer soluciones. El tipo de estudio que se utilizó para esta investigación fue cuantitativo, de corte transversal, descriptivo y correlacional. El cual alcanzo a una muestra de 61 docentes que laboran en una institución educativa pública, los resultados muestran una prevalencia mayor en la categoría media, tanto para el compromiso laboral (62,3%) como para la satisfacción laboral (50,8%), sin embargo, muestran una correlación positiva entre las dos variables, en conclusión, a medida que aumenta la satisfacción laboral de los empleados, también aumenta su nivel de compromiso en el trabajo.
... Researchers have consistently shown a positive correlation between job satisfaction and job performance. Employees who are satisfied with their jobs tend to 6 Impact of Growth Satisfaction, Supervisory Support, and Self-Efficacy on Job Performance: A mediating role of Job Satisfaction perform better (Judge et al., 2001). This investigation is often called the "happy worker hypothesis," which suggests that happy employees are more productive. ...
... J. performance with the employee's help of organization department where employees do their job. Judge et al. (2001) Impact of Growth Satisfaction, Supervisory Support, and Self-Efficacy on Job Performance: A mediating role of Job Satisfaction people working in any firm. Self-confidence indicates the staff's performance to represent the job and their goals. ...
This study analyzed JS as a mediator of the relationship among growth satisfaction, supervisory support, self-efficacy, and job performance. The social exchange theory is reviewed in this study as a hypothetical perspective, which shows the improvement of the hypothesis. A quantitative approach was utilized for this action; 350 questionnaires were distributed in the services sector in Karachi. A sample size of 287 was utilized for the test study. Smart PLS have been utilized as test analysis, and their outcome demonstrates the partial mediation of JS on the relationship among growth satisfaction, supervisory support, self-efficacy, and job performance. The study especially discovered that supervisory support is significantly linked with JS while significantly also linked with job performance. Additionally, self-efficacy is negatively insignificantly linked with JS but significant with job performance. Meanwhile, growth satisfaction is insignificantly linked with JS and significant with job performance. However, JS is significantly linked with job performance.
... Motivation itself is a sense or ambition to exceed desires, which is based on internal rather than external factors, and participate in making changes (Shaibu et al., 2022;and Torrington et al., 2009). Several studies show a significant relationship of motivation with worker satisfaction (Danner & Lonky, 1981;Deci, 1971;and Judge et al., 2001). Thus this study proposes hypotheses: H5: Motivation has a positive effect on job satisfaction ...
... It can be concluded that the direct influence of motivation on worker satisfaction is positive and significant. Danner & Lonky (1981), Deci (1971), Judge et al. (2001), Ogunnaike et al. (2014), Shaibu et al. (2022), and Torrington et al. (2009) explain that job satisfaction is determined by motivation. Workers with strong motivation will generally behave in a positive approach and affects their work environment. ...
Boss-subordinate (guanxi) relations in the organization are important in encouraging and increasing productivity. The involvement of these relationships in the company creates a good improvement and development of workers. Motivation and job satisfaction are things that influenced by good guanxi relations. This study aims to identify employee performance from superior-subordinate relationships (guanxi) on motivation, worker satisfaction with the moderation effect of Islamic work ethic. This study used purposive sampling as a method involving 210 workers from office employees in a multinational manufacturing industry in Indonesia. Data is tested with SEM (Structural Equation Model) as the method and data analysis using Smart PLS 3 (Partial Least Square) as the software. The study shows superior-subordinates (guanxi) have a significant direct and positive effect on motivation and job satisfaction. Furthermore, motivation and job satisfaction have a significant direct positive effect on employee performance. While the moderation effect of Islamic work ethic has no impact or has no influence on motivation to job satisfaction. improving superior-subordinate relations (guanxi) in the company, may impact the motivation, job satisfaction, and employee performance.
... A recent meta-analysis showed a substantial relation between individual job satisfaction and individual performance (r ϭ .30; Judge, Thoresen, Bono, & Patton, 2001). Even though it is more common to study employee attitude data at the individual employee level, studying data at the business-unit level is critical because that is the level at which employee survey data are typically reported to client organizations. ...
... In Gallup's research, items measuring aspects of the environment that the supervisor can directly influence explain most of the variance in lengthier job satisfaction surveys and lengthier employee opinion surveys. This finding has been mirrored in individual-level meta-analyses (e.g., Judge et al., 2001), in which the specific facet of satisfaction most highly related to performance has been satisfaction with the supervisor. ...
Based on 7,939 business units in 36 companies, this study used meta-analysis to examine the relationship at the business-unit level between employee satisfaction–engagement and the business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents. Generalizable relationships large enough to have substantial practical value were found between unit-level employee satisfaction–engagement and these business-unit outcomes. One implication is that changes in management practices that increase employee satisfaction may increase business-unit outcomes, including profit.
... First, many independent women entrepreneurs have experimented with job dissatisfaction or work-life imbalance in their previous jobs (Hewlett & Sa, 2002;Mattis, 2004;Patterson & Mavin, 2009). It implies that workplace environments with an entrepreneurial orientation should encourage diversity/inclusion in their human management systems (Judge et al., 2001;Ruiz et al., 2023), as well as in the design of favorable conditions towards entrepreneurship and innovations like autonomy, a meaningful job, and work-life balance Shipton et al., 2006). Second, the role of national culture is relevant when analyzing the role of entrepreneurs (Urbano et al., 2022). ...
... Job satisfaction is the first workplace condition that promotes entrepreneurial behaviors, which positively evaluates employees regarding their job responsibility (Janssen, 2001). Previous studies found positive effects of job satisfaction on organizational outcomes like customer satisfaction (Fu & Deshpande, 2014), commitment (Firth et al., 2004), effectiveness (Koys, 2001), and job performance (Judge et al., 2001). In this respect, Kuratko et al. (2005) argue that managerial support and rewards (pay and promotions) may lead to employee job satisfaction. ...
This cross-country study proposes conceptualizing and measuring the engagement of a gendered workforce in corporate entrepreneurship by examining the influence of individual capabilities, workplace environment perception, and national culture. The study uses information from the Global Entrepreneurship Monitor and World Bank from 22 countries among a sample of employees managing projects within established firms. Results reaffirm the importance of having a job that fully aligns with the interests of employees regarding their gender; in this case, the perception of having a meaningful job and having the autonomy to develop novel activities are strong determinants. However, gender differences may be more pronounced when considering work-life balance satisfaction. These findings enrich the literature on corporate entrepreneurship and gender and establish important insights for corporations wanting to develop a workplace environment promoting entrepreneurial activity.
... Work satisfaction refers to positive feelings arising from employee evaluation of work characteristics (Robbins et al., 2019). Such positive experience nurtures desired organizational behavior, such as increased performance and productivity (Abdullah et al., 2021;Judge et al., 2001). However, being an employee in an organization is not just about meeting the task demands and achieving targets; it also involves collaborating with co-workers, complying with organizational norms, engaging in activities that benefit the organization and such. ...
... Finally, the study result indicated that work satisfaction is not necessarily a predictor of OES. It is surprising since prior research focuses on how to work satisfaction leads to organizationally desired outcomes (Abdullah et al., 2021;Judge et al., 2001). It invites more debates and academic research to delineate under what condition work satisfaction will become a relevant predictor of OES. ...
Purpose
The purpose of this paper is to investigate employees’ perception of their organization and to examine the impact of such perception on overall employee satisfaction using qualitative and quantitative employee reviews in an online platform.
Design/methodology/approach
The employee online reviews were classified into positive and negative sentiments using sentiment analysis. Further, multiple regression was employed to examine the impact of sentiments (positive and negative) and employee ratings on pre-defined job attributes in explaining overall employee satisfaction with the organization.
Findings
The findings of the sentiment analysis shows that employee online reviews exhibit more positive sentiments than negative sentiments. Positive sentiments show a significant positive effect, and negative sentiments show a significant inverse relationship with overall employee satisfaction. Further, pre-defined job attributes are differently related to overall employee satisfaction with the organization, skill development being the strongest predictor.
Practical implications
Practitioners may customize the organization's policies and practices based on the sentiments associated with employee reviews. Organizations emphasizing employee engagement and satisfaction are suggested to include skill development as their priority.
Originality/value
Most existing work on overall employee satisfaction is primarily based on the survey questionnaire method; only recently, online employee reviews (OERs) are gaining attention. The current research uses employee online reviews to study overall employee satisfaction.
... This author, for example, defines job satisfaction as "a pleasurable or positive emotional state resulting from the evaluation of one's work experience" (Locke, 1976). Judge et al. (2001), also define job satisfaction from cognitive (evaluative) and emotional perspectives as they state that job satisfaction is a result of a person's cognitive, emotive, and evaluative response to numerous job-related factors. ...
This paper examines the relationship between socio demographic variables and job satisfaction in the Republic of Croatia Job satisfaction is a critical factor affecting employee well-being and organizational performance. Understanding the socio-demographic variables that influence job satisfaction is crucial for formulating effective human resource strategies and activities to improve the overal job satisfaction level of employees. This study utilizes a quantitative research design, collecting data from a sample frame of employees across various industries and sectors in the Republic of Croatia. Socio demographic variables such as age, gender and hierarchy level are analysed relating to job satisfaction by applying t-test and one-way ANOVA analysis. The analysis conducted on the sample of 284 employees showed that respondents' job satisfaction differed in terms o age and hierarchy level. Specifically, younger workers are happier with their jobs than older and senior management compared to workers These findings contribute to the existing literature by providing insights into the unique socio-demographic factors influencing job satisfaction in the Republic of Croatia. The results can guide organizations in developing targeted strategies to enhance employee satisfaction, such as tailored training programs, flexible work arrangements, and career development opportunities.
... From an economic point of view, job satisfaction is important for its perceived influence on productivity and performance. Although no strong 'direct' link has been found between satisfaction and productivity in the earlier research, some recent evidence indicates that such a relationship does exist (Judge, Throsen, Bono, and Patton, 2001) [17] . When an organization is managed in a way that employees can satisfy their individual needs by achieving organizational objectives, they exert full effort on the job. ...
The spiritual orientation of an individual affects his/her perceptions, disposition, orientations, and behavior at work and in life. Workplaces have changed drastically over the past few years and practitioners and academicians both are searching for unexplored sources of job satisfaction and performance. Spirituality has managed to emerge as an unusual new phenomenon in organizational behavior as a mode to increase employees' motivation and satisfaction apart from organizational effectiveness. There's a growing interest in the positive impacts of spirituality at work among employees, employers, and thinkers equally. This study examines the impact of the spiritual inclinations of an individual on job satisfaction in addition to the on-the-job factors and disposition. Regression analysis of responses from 456 doctors working in private and public sector hospitals and dispensaries in Delhi identified the belief in spirituality as a significant predictor of overall job satisfaction, in addition to predisposition and satisfaction on intrinsic factors with the highest impact of predisposition with 39% contribution followed by intrinsic satisfaction with 26% contribution and belief in spirituality with 16% contribution towards overall job satisfaction at p-value less than.01.
... Similarly, effective management innovation practices create a work environment conducive to employee job satisfaction (Jiménez-Jiménez & Sanz-Valle, 2011). Thus, organizational trust and management innovation can indirectly influence employee retention intentions through the mediating effect of job satisfaction (Bateman & Organ, 1983;Judge et al., 2001). ...
This study focuses on exploring the crucial impact of organizational trust on employees' intention to remain within a complex and dynamic organizational environment. It thoroughly investigates the mediating roles of management innovation and job satisfaction within this relationship. Employing a quantitative research design, large-scale empirical data were collected from employees in Chinese enterprises to validate hypotheses and correlation patterns. The findings reveal significant positive associations between organizational trust, management innovation, job satisfaction, and employees' intention to remain. Specifically, both management innovation and job satisfaction mediate the relationship between organizational trust and employees' intention to remain, thereby strengthening this connection. This research provides substantial insights for human resource management, aiding in the formulation of effective talent retention strategies that enhance employee loyalty, intention to remain, and ultimately foster the stability and growth of enterprises. In the post-pandemic era, this study offers practical guidance for human resource management in Chinese enterprises and propels innovative practices in organizational development. By in-depth analysis of influencing factors, this research furnishes theoretical support and empirical groundwork for business decision-makers and the academic community alike.
... Teachers' job satisfaction is vital for both students and teachers themselves (Toropova et al., 2020). Teachers' job satisfaction promotes positive attitude related to their job and produces positive effectiveness and efficiency (Abdullah, Uli, & Parasuraman, 2009;Judge, Thoresen, Bono, & Patton, 2001;Lambert et al., 2002). ...
... A large literature in social sciences and management has linked employees' job satisfaction to observable workplace behaviors, including absenteeism, organizational commitment, productivity, and quits (Clark, Georgellis, & Sanfey, 1998;Judge, Thoresen, Bono, & Patton, 2001;Schleicher, Watt, & Greguras, 2004;Scott & Taylor, 1985). It is thus not surprising that numerous studies emphasize the importance of identifying the determinants of job satisfaction, exploring both work and non-work related factors. ...
... For organisations, these findings highlight and affirm meta-analyses (Bedi et al., 2016;Ng & Feldman, 2015) around the importance of EL for mental health, and extends this to WLB, which appears largely neglected in the EL literature. This is important because there is strong evidence around the importance of WLB towards job outcomes, including satisfaction and engagement (Haar, 2013;Haar et al., 2014Haar et al., , 2017 and these are important predictors of job performance (Judge et al., 2001) and organisational performance (Salanova et al., 2005). Recruitment and selection approaches to EL would appear strongly beneficial to enhancing employee mental health. ...
Ethical leadership research mainly focuses on job outcomes while largely ignoring the potential influence on employee mental health. We seek to rectify this by examining the links between ethical leadership and work-life balance, anxiety, and depression. In addition, we include the role of organisational trust due to the important links between ethical leadership and trust. With two samples from the public sector and private sector, and using structural equation modelling, we find consistent effects across both samples. Ethical leadership is positively related to all outcomes, but organisational trust mediates the influence on work-life balance (fully in public sector, and partially in private sector), and fully mediates the influence towards anxiety and depression (both samples). In addition, we find that work-life balance also partially mediates the influence of organisational trust on anxiety and depression. This highlights the importance of organisational trust and work-life balance for ethical leaders to better alleviate mental health issues in the workplace.
... To be more specific, various studies have consistently shown a positive impact of job satisfaction on work performance. Employees who report higher job satisfaction tend to perform better in their roles (Ahmad et al., 2010;Petty et al., 1984;Judge et al., 2001). Thus, in this study, the author aims to explore the relationship between job satisfaction and the following factors, based on the theory's framework: PU, PEOU, SI, Incentives and Job Performance. ...
Purpose: The level of employee satisfaction with the use of e-tax systems is a major factor influencing the success of such systems. While studies typically focus on taxpayers' perspectives, this research investigates the influence of perceived ease of use, IT background, incentives, and social influence on tax officials’ job performance, mediated by tax officials’ job satisfaction. Theoretical framework: The research is based on the Theory of Planned Behavior (TPB) and Technology Acceptance Model (TAM) to propose the research model which analyze the impact of job satisfaction on job performance. Design/Methodology/Approach: A quantitative approach was adopted, involving surveys administered to tax officials in Vietnam. The study analyzed 250 valid responses using Cronbach's test, Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), and Structural Equation Modeling (SEM). Findings: The research revealed that all four factors significantly influence job performance through job satisfaction of tax officials in Vietnam. These findings provide valuable insights for tax authorities to improve job performance. Research, Practical & Social implications: The research results contribute to other countries with similar characteristics in devising strategies to enhance employee performance. However, its limitations include its generalizability to other e-tax systems and countries. Future research with a larger sample size could bolster the applicability of these findings nationally. Originality/Value: The research suggests tax authorities to support tax officials improve their professional skills; improve the regulations, policies on salary and bonus for tax officials; assist tax officials in using the e-tax system; implement effective communication.
... According to Judge, Thoresen, Bono, and Patton (2001), there is a positive association between JS and employees' in-role performance. In the management set, JS was studied in the banking sector in Pakistan by (Arif&Chohan, 2012;Shaikh, Bhutto,&Maitlo, 2012). ...
This study discovers the job satisfaction level of the teaching staff of 22 government and private sector universities. The sample was selected through a two-stage random sampling technique of 660 teachers. The job satisfaction of teachers was measured through the Job Satisfaction Survey(JSS) of Spector 1994. The JSS comprised nine subscales; pay, promotion, supervision, fringe benefits, contingent rewards, operating procedures, co-workers, nature of work, and communication. The JSS was distributed to the selected teachers and the response rate was 93%. Gathered data were analyzed through descriptive statistics (mean and standard deviation) and inferential statistics (one-sample t-test, independent sample t-test, and two-way ANOVA). The results showed a significant difference between the job satisfaction levels of teachers working in government and private universities. Moreover, a significant difference between the JS level of lecturers, associate professors, and professors was also found. Still, an insignificant difference was observed between the JS level of lecturers vs assistant professors and associate professors professors.
... (Brayfield and Rothe, 1951). This shorter version of JS has been validated with internal consistency reported being between 0.82 and 0.89 (Judge et al., 2001;Alrawashdeh et al., 2021). A five-point Likert scale was used, wherein 1 5 strongly disagree and 5 5 strongly agree. ...
Purpose
This research aims to investigate the symbiotic relationship between work and family life among doctors in India, with a focus on work–family enrichment (WFE) as a positive interplay. The study seeks to examine the impact of two aspects of WFE, namely, work-to-family enrichment (WTFE) and family-to-work enrichment (FTWE) on job satisfaction (JS) and life satisfaction (LS), while exploring the mediating role of self-efficacy (SE).
Design/methodology/approach
The research employs a comprehensive survey to gather data from Indian doctors. The survey includes measures of WTFE, FTWE, JS, LS and SE. Structural equation modeling (SEM) was employed to examine the proposed connections among the research constructs, using IBM AMOS v.23.
Findings
The findings reveal that WTFE significantly impacts both JS and LS. However, FTWE does not show a direct influence on JS, though it does positively impact LS. SE plays a noteworthy role, having a strong direct influence on both job and life satisfaction. In terms of indirect influence, WTFE impacts job and life satisfaction through the mechanism of SE. Nevertheless, no significant indirect effect was found between FTWE and both types of satisfaction through SE.
Originality/value
This research presents several original contributions to the study of work–life balance among healthcare professionals. Firstly, its unique geographic focus on North India distinguishes it from existing literature, offering fresh insights into the experiences of doctors in this region. Moreover, the study's multifaceted examination of WFE, SE, JS, and LS introduces a comprehensive perspective seldom seen in current research.
... Therefore, the efficiency of physical capital and its power to produce results in enterprises are directly proportional to the efficiency and competence of human capital. One of the criteria for the effectiveness of human capital is job satisfaction, and the satisfaction of employees with their jobs directly affects their job performance (Ahmad et al., 2010;Judge et al., 2001;Sever & Boz, 2012). Only if an organization properly discovers an employee's attitudes towards work-related factors, it can take the necessary steps to prevent bad situations and thereby increase the job satisfaction of its employees. ...
The main purpose of this study is to examine the job satisfaction of farm advisors employed in an immature farm advisory system that was implemented within the pluralistic extension system after 2006 in Turkey. The participants of the study are farm advisors who employed by non-governmental organizations in the Southeastern Anatolia Region. The main material of this study is information provided by administering a questionnaire to a full-count sample of 150 farm advisors. A job satisfaction index is developed to measure job satisfaction, and later a binary logistic regression model is employed to determine factors affecting the job satisfaction. A four-factor job satisfaction index, including a total of 49 items, is developed. The factors are named as personal satisfaction, the physical environment and possibilities provided by the organization, interpersonal relationships, and satisfaction with the management. The job satisfaction index is dichotomized and used as the dependent variable of the binary logistic regression model. Results show that job satisfaction is affected by explanatory variables like gender, marital status, education level, type of employer, the reason for becoming a farm advisor, and the total area served. As a practical implications, the job satisfaction index developed for the farm advisors is ranked from 49 to 245 with a mean value of 185, indicating an overall satisfaction of 75%. Implementing adequate policies can increase job satisfaction and therefore the quality of extension services delivered within the current farm advisory system.
... One method that may be effective for improving the job satisfaction of rural principals is the formal preparation of leaders for their roles. Research in other professions has shown that initial training is linked to job satisfaction and intention to stay in the job (e.g., Chiang, Back, & Canter, 2005), as well as job performance more generally (Judge, Thoreson, Bono, & Patton, 2001). To the extent that this phenomenon generalises to an educational context, it might be expected that formal training of educational leaders would serve as a protective factor against dissatisfaction. ...
The retention rates of principals in rural areas are lower than in urban contexts, and the preparation of such leaders is often lacking (Clarke, Stevans, & Wildy, 2006; Gates, Ringel, Santibañez, Guarino, Ghosh-Dastidar & Brown, 2006). Rural school leaders who do not receive early preparation may be less able to perform in their jobs and hence experience poorer job satisfaction. Herein we investigate whether rural school leaders who received preparation prior to their appointment experience higher levels of job satisfaction in their roles than those who received no such preparation. Across 658 rural school leaders, we find a small increase in job satisfaction for rural principals who received formal preparation prior to the commencement of their leadership position than those who did not, even after controlling for demographic and school factors. The increased satisfaction for prepared principals remained statistically significant even after we statistically controlled for the number of years they had been an educational leader. Formal preparation of rural principals may result in long lasting small increases in job satisfaction, and may play a role in larger strategies to increase rural school leaders’ job satisfaction.
... Research report shows several factors affect the nurses' performance level. Job satisfaction, organizational commitment, level of education, experience, nurses' morale, workrelated stress & burnout, support from co-workers, supportive supervision& feedback, training on clinical tools, recognition, job expectations, work environment, motivation, incentives, knowledge, skills, promotion, remuneration and competency level are among the numerous factors affecting nurses performance level [7][8][9][10][11][12][13][14][15][16][17][18][19]. ...
... Finally, to further examine the criterion-related and incremental validity of our brief scale, in Study 2 we included important criteria relevant to individual and team functioning, as well as leadermember relations. Specifically, we focused on subordinates' job satisfaction and promotive and prohibitive voice given their implications for the functioning of teams and the downstream consequences for team and organizational outcomes (e.g., Judge et al., 2001). We also focused on subordinates' liking of and trust in the leader and leader-member exchange (LMX) as they are key proxies for the quality of leader-member relations and relevant leader(ship) outcomes (Brower et al., 2000). ...
We introduce new leader humility scales capturing a theoretically rich conceptualization of leader-expressed humility aligned with traditional and ethically-grounded philosophies. These scales draw from recent inductive research (Oc et al., 2015) identifying nine dimensions of leader-expressed humility: (1) having an accurate view of self, (2) recognizing follower strengths and achievements, (3) modeling teachability and being correctable, (4) leading by example, (5) showing modesty, (6) working together for the collective good, (7) empathy and approachability, (8) showing mutual respect and fairness, and (9) mentoring and coaching. The first three dimensions overlap with the most prominent conceptualization of leader-expressed humility in the literature (i.e., Owens et al., 2013). However, the latter six dimensions are unique and represent an expanded understanding of the humble behaviors of leaders, which have implications for leaders and their ethical behavior in organizations. We conducted three studies resulting in two versions of the leader-expressed humility measure: 1) a 27-item scale with the nine dimensions (i.e., the “Leader-Expressed Humility” [LEH] scale) and 2) a 9-item brief scale (i.e., the “Brief LEH” scale) comprised of one item from each of the nine dimensions. As an initial step, we generated a pool of items that reflected each dimension. Next, we validated the LEH and Brief LEH scales in Study 1 and cross-validated the Brief LEH scale in Study 2 with two samples of subordinates in Singapore. As a final step, in Study 3, we cross-validated the Brief LEH scale with a sample of subordinates in the United States.
... Moreover, effective communication contributes to a sense of unity and shared purpose, aligning individual and organizational objectives. This, in turn, leads to increased employee engagement, motivation, and overall job satisfaction, which are all crucial factors for achieving enhanced organizational performance (Judge et al., 2001;Bakotić, 2016). In light of the dynamic nature of the business landscape, HRM and management departments must continuously adapt their practices to remain effective. ...
Background
The global work landscape has undergone a significant transformation in the aftermath of the pandemic in 2019, resulting in the widespread adoption of remote working or working from home (WFH) practices. This paradigm shift has necessitated the adaptation of business strategies and the implementation of novel remote work policies by human resources (HR) and management departments within technology companies. Nevertheless, this rapid transition in the work model has introduced a range of benefits and drawbacks that warrant careful examination in terms of their impact on efficiency, challenges, recruitment processes, training, and psychological well-being.
Research aims
The primary objective of this study is to investigate and comprehend the impact of remote work applications within technology companies, specifically focusing on the changes experienced by management departments, challenges, recruitment practices, communication and engagement strategies, performance evaluation methods, and training programs.
Methodology
The study sample comprised of nine executives/managers who were currently employed in five distinct multinational technology companies. The research approach employed was qualitative in nature, utilizing a combination of interview, document review, and observation techniques.
Findings
The findings reveal varied impacts of remote work on organizational functioning in technology companies. Challenges in functions, responsibilities, and employee engagement were observed. Online evaluation systems and meetings were commonly adopted. The research supports the hypothesis and emphasizes the need for adaptation and tailored approaches in remote work environments.
... An old and important study in the area of job satisfaction by Wright and Cropanzano (1998) highlighted the impact of colleague support on job satisfaction. Another study by Judge, Thoresen, Bono, and Patton (2001) found that the quality of the relationship with one's supervisor significantly influences job satisfaction. Thus, positive social interactions, communication, and collaboration with supervisors and colleagues contribute to a sense of belonging, psychological well-being, and building trust which leads to overall job satisfaction. ...
The study examines the challenges faced by Investigation Officers (IOs) at the Malaysian Anti-Corruption Commission, with an increasing number of cases impacting their job satisfaction. Despite this, there have been limited studies looking into how job stress, work-life balance, and work environment impact IOs' job satisfaction. Thus, a study takes place to investigate the impact of job stress, work-life balance, and work environment on their satisfaction. Questionnaires were distributed to 164 respondents from MACC Headquarters in Putrajaya and MACC’s states’ offices and analyzed using SPSS V23. Multiple regression analyses were conducted and results showed a positive relationship between work-life balance and job satisfaction, and negative relationships between job stress and job satisfaction, as well as work environment and job satisfaction. The study recommends the MACC's management team consider improvements in career paths, fair compensation, and rewards to enhance job satisfaction among IOs. It also suggests promoting better communication between IOs and the agency to address their needs and maintain a healthy work-life balance.
... In a more current review of the literature Judge, Thoresen, Bono and Patton (2001) provided the most comprehensive assessment of the literature to date. They reviewed the literature on job satisfaction and job performance in an effort to evaluate the state of the literature and to identify possible gaps or weaknesses in previous studies. ...
... Job satisfaction is as a result of an employee's perception of how well their job provides those things they view as important. Job satisfaction is -1993 -taken to be a predictor of job performance (Gregory, et al, 2001). Therefore, as organizations put effort to increase job performance, they may employ interventions that increase job satisfaction. ...
... As argued by Bryson et al. (2017), assessing employee wellbeing is important because of potential associations with employee performance. Job satisfaction and employee performance have been found to be positively correlated in meta-analyses (Judge et al., 2001), laboratory experiments (Oswald et al., 2015), cross-sectional (e.g. de Menezes, 2012) and longitudinal studies (Staw et al., 1994;Zelenski et al., 2008). While anxiety has been linked to absences and labour turnover, which can impact organisational performance. ...
Purpose
This paper aims to improve our understanding of performance measurement systems in the health and care sector, by focussing on employee reactions to core performance measurement practices. Targets and monitoring are hypothesised to be associated with employee perceptions of job control, supportive management and job demands, which in turn, are expected to be linked to employee-wellbeing and organisational commitment.
Design/methodology/approach
Matched employee workplace data are extracted from a nationally representative and publicly available survey. Structural equation models are estimated.
Findings
Performance measurement systems are neither perceived as resources nor additional demands. Setting many targets and a focus on productivity can lead to negative employee outcomes, since these positively correlate with perceptions of job demands, which negatively correlate with employee wellbeing. However, monitoring financial performance and monitoring employee performance may be helpful to managers, as these are positively associated with employee perceptions of job control and supportive management, which positively correlate with job satisfaction and organisational commitment and, negatively, with anxiety. Overall, common criticisms of performance measurement systems in healthcare are questioned.
Originality/value
Given the lack of consensus on how performance measurement systems can influence employee experiences and outcomes, this study combines theories that argue for performance measurement systems in managing operations with models developed by psychologists to describe how perceptions of the work conditions can affect employee attitude and wellbeing. A conceptual model is therefore developed and tested, and potential direct and indirect effects of performance measurement systems in the health sector are inferred.
... This decline in satisfaction may have a huge array of adverse consequences for the general well-being of workers (Cannas et al. 2019) and many labour market outcomes, such as the productivity of establishments (Böckerman and Ilmakunnas 2012), and lead to higher turnover rates, absenteeism (Vroom 1964) and quitting rates (Freeman 1978). Job satisfaction is also significantly and positively related to job performance (see, e.g., Judge et al. 2001;or Petty et al. 1984), which makes this topic highly relevant for human resources management. ...
This article analyses the determinants of worker satisfaction in Central and Eastern European countries, focusing on the effects of the COVID-19 pandemic. For this purpose, the latest European Social Survey data were utilised in a multilevel framework, covering 5681 workers from eight countries. The results suggest that both the general stringency of policies aimed at containing the spread of the COVID-19 contagion and the resulting disruptions to individuals’ working lives significantly affected the well-being of workers. Workers’ satisfaction with their jobs was negatively affected mainly through decreases in work income, but the impact on their overall life satisfaction was more complex. While income reductions and workplace relocation negatively impacted life satisfaction, the opportunity and possible necessity to stay home more positively affected the life satisfaction of workers. Nevertheless, the overall stringency of governmental policies related to COVID-19 significantly reduced workers’ life satisfaction.
... It represents the extent to which service employees feel positively or negatively about their job and work environment (Judge et al., 2001) Job satisfaction (Bacharach, Bamberger, and Conley, 1991) Organizational commitment It represents service employees' attachment to and identification with their organization (Meyer and Allen, 1991) Organizational commitment (Meyer, Allen, and Smith, 1993) Work engagement It refers to service employees' enthusiasm, energy, and involvement with their work (Bakker and Demerouti, 2008) Work engagement (Rich, Lepine, and Crawford, 2010) Turnover intention It represents service employees' stated desire to leave their current job or organization (Lee and Mitchell, 1994) Turnover intention (Ganesan and Weitz, 1996) Behavioral outcomes ...
Purpose – Although service researchers have long suggested that customer mistreatment adversely impacts service employees’ outcomes, statistical integration of current empirical findings has been lacking. This meta-analysis aims to review and statistically synthesize the state of research on the relationship between customer mistreatment and service employees’ affective, attitudinal, and behavioral outcomes.
Design/methodology/approach – We included 221 effect sizes of 135 independent samples from 119 primary studies (N = 47,964). We used a meta-analytic approach to quantitatively review the relationship between customer mistreatment and service employees’ affective, attitudinal, and behavioral outcomes. Meta-analysis structural equation modeling was used to explore the mediation mechanism of service employees’ affective outcomes on the relationships between customer mistreatment and employees’ attitudinal and behavioral outcomes. Meta-regression was applied to explore the impact of contextual-level moderators (i.e., service provider type and service delivery mode) on these relationships. Furthermore, we compared the effects of customer mistreatment with the effects of other organizational- related factors on some commonly measured employee outcomes.
Findings – Our results show that customer mistreatment has a significant negative impact on service employees’ affective outcomes (i.e., negative emotions), attitudinal outcomes (i.e., job satisfaction, organizational commitment, work engagement, and turnover intention), and behavioral outcomes (i.e., job performance, surface acting, and emotional labor). Additionally, service employees’ negative emotions mediate the association between customer mistreatment and employees’ job satisfaction, turnover intention, surface acting, and emotional labor. Furthermore, the relationships between customer mistreatment and service employees’ negative emotions and job performance are influenced by a contextual- level moderator (i.e., service delivery mode).
... Indeed, scholars have consistently observed that when employees are provided with continuous training and development opportunities, they tend to perceive this as an explicit indicator of their organization's commitment towards their professional growth (Kraimer, Seibert, Wayne, Liden, & Bravo, 2011). This perspective generates a sense of being valued by the organization, amplifying employees' emotional attachment to their jobs and, subsequently, heightening job satisfaction (Judge, Thoresen, Bono, & Patton, 2001;Korn Ferry, 2018). ...
In the age of artificial intelligence (AI) and automation, understanding the factors that contribute to successful upskilling and reskilling is crucial for workforce adaptability. Research on AI and automation has shown that they affect the workforce, but there is still a gap in understanding what factors contribute to successful upskilling and reskilling initiatives, especially from an organizational perspective. This study employs fuzzy-set qualitative comparative analysis (fsQCA) to analyze these factors and identify effective combinations for promoting upskilling and reskilling. By examining complex causal relationships and incorporating case studies, this article aims to enhance the understanding of upskilling initiatives in the AI and automation era. The findings provide insights into key factors driving successful upskilling and reskilling and offer implications for organizations seeking to improve their initiatives, ultimately promoting workforce adaptability and competitiveness.
... Several studies have examined the factors that contribute to employee satisfaction. For instance, a study by Judge, Thoresen, Bono, and Patton (2001) found that job satisfaction is one of the most important predictors of overall life satisfaction for employees [15]. Other studies have suggested that fair compensation, opportunities for career development, and a positive work environment are also significant contributors to employee satisfaction [16]. ...
The use of information systems has increased to facilitate services and obtain results with high accuracy, and one of the most important of these services is employment. Most information systems on human resources currently seek sustainable development, in order to reach an employment system that preserves and protects the environment. By minimizing the use of material resources to achieve the desired objectives of the recruitment process. This research helps to understand the requirements and methodology followed for recruitment using human resources information systems, and to review the positiveness provided by the systems to achieve sustainability in organizations, as well as other goals such as saving time, effort, and money, by extracting suitable resumes for the offered jobs. The research presented in this paper attempts to answer the fundamental question of whether there should be a methodology for e-recruitment and recruitment cycle automation, using Zoho Recruitment. The results indicate that e-recruitment by Zoho Recruitment transforms the traditional recruitment process into an efficient and intelligent recruitment process. The stages of the recruitment cycle are also tracked, starting from opening the job to the last stage of recruitment and archiving.KeywordsRecruitmente-recruitmenthiring cycleartificial intelligencegreen hiringZoho RecruitmentSDG11
... On other hand, the literature has pointed out the positive relationship between job satisfaction and performance (Bouonomo et al., 2022). For example, in a review of 301 studies, Judge et al. (2001) found that when correlations are properly corrected (for sampling and measurement errors), the average correlation between job satisfaction and job performance is 0.30 higher. ...
Purpose
The purpose of this paper is to analyse the relationship between a supportive organisational climate and training process outcomes; to analyse the mediating effect of job satisfaction between a supportive organisational climate and training process outcomes; and to analyse the moderating effect of a proactive attitude on a supportive organisational climate and training process outcomes.
Design/methodology/approach
The participants consisted of 359 employees recruited from 18 companies in Spain. The hypotheses were tested with structural equations via partial least squares regression.
Findings
The data indicated a positive and statistically significant relationship between a supportive organisational climate and training process outcomes. The proposed moderating and mediating effects are also verified.
Originality/value
This work contributes to the literature on human resource management and the relationship between organisational behaviour and training outcomes. In addition, it shows the role of attitudes between organisational climate and training outcomes.
The purpose of this study is to demonstrate the antecedent and consequential factors of satisfaction with the flexible working system. Organizational culture was examined as an antecedent factor, while job satisfaction, work performance, organizational commitment, turnover intention, and quality of life were examined as outcome factors. The data of 2,785 public officials who used the flexible work system in the Korea Institute of Public Administration (2022) data set were analyzed using SPSS 28.0. and PROCESS macro's Model 4. The main research findings are as follows. First, organizational cultures that respect individuality and cooperation, supports management, and aims for work autonomy all positively and significantly affect satisfaction with the flexible working system. When ranking the size of influence by the type of organizational culture, work autonomy, respect for individuality, and a cooperative organizational culture had a positive impact in that order, with work autonomy being the most influential factor. In addition, the public officials' age, job preparation period, self-evaluation of workload, and overtime working hours are significant antecedents of satisfaction with the flexible work system. Second, when examining consequential factors, a high level of satisfaction with the flexible working system affects job satisfaction (+), work performance (+), organizational commitment (+), turnover intention (-), and quality of life (+). Job satisfaction was an especially valid mediator between satisfaction with the flexible working system and other consequential factors, including work performance, organizational commitment, turnover intention, and quality of life.
This study looks at the effect of job-related stress on the job satisfaction of nursing staff in hospitals. Job stress is one of the most significant workplace health concerns for employees, and job satisfaction has been identified as an important factor in the delivery of high-quality services and superior performance at hospitals. This paper presents a field survey. Drawing on a sample of 362 nurses operating in Yemeni hospitals, we examined the degree to which stressors such as conflict, workload, interpersonal relationships, career development, information access, physical surroundings, career prospects, management style, job enrichment, rewards, and job security are all factors that influence job satisfaction. Conflict, excessive workload, and a lack of job autonomy were shown to be negatively correlated with all job satisfaction characteristics, whereas a lack of information access and feedback was found to be positively associated with employees' satisfaction with rewards and job security.
In today's competitive business landscape, organisational dynamics like silence, isolation, and cynicism deeply influence employee well-being. Understanding these is vital in the private sector for a productive and harmonious workplace. This study examined the impact of organisational silence (OS), organisational isolation (OI), and organisational cynicism (OC) on occupational frustration (OF) among private sector employees in Oman. A survey was conducted, and the collected data were analysed using structural equation modelling (SEM) with SmartPLS software. The final sample size included 390 participants. The results indicated that OI and OC were significant predictors of, while OS did not show a significant impact. The findings suggest that decreasing OI and OC in the workplace can contribute to a decrease in OF among employees. The study provides recommendations for organizations to improve their policies and work practices to alleviate occupational frustration among their employees. This research highlights the importance of addressing organisational factors to enhance employee well-being and job satisfaction in the workplace.
İnsan sağlığına doğrudan etki eden hizmet sunumlarına bağlı olarak acımasız karmaşıklıkların, affetmeyen baskıların ve sürekli dönüşümün potasında yer alan sağlık örgütleri, çalışanlarının iş tatminini sürekli sağlama ve buna bağlı olarak da çalışanlarını elde tutma zorunluluğundadır. Sağlık örgütlerindeki çalışanların potansiyel problemlerinin, verilen hizmeti ve dolayısıyla insan sağlığını doğrudan etkileyeceği göz önünde bulundurulduğunda, insan kaynağının işleri ile ilgili tatminsizlik sorunlarının engellenmesi gerekliliği ortaya çıkmaktadır. Bu noktadan hareketle hazırlanan araştırmada bilinçli farkındalık ve ego sağlamlığının sağlık çalışanlarının iş tatminine etkisinin belirlenmesi amaçlanmıştır. Araştırma kapsamında, İstanbul’daki kamu ve özel hastanelerde çalışan 456 sağlık çalışanı örneklem olarak seçilmiştir. Veriler SPSS 22.00 aracılığı ile regresyon analizleri kullanılarak değerlendirilmiştir. Araştırmadan elde edilen bulgulara göre bilinçli farkındalık ve ego sağlamlığı iş tatminini artırmaktadır. Bu bulgu, sağlık örgütlerinde bilinçli farkındalık müdahalelerinin etkin bir şekilde yönetilmesi ve ego sağlamlığını artırıcı stratejiler belirlenmesi ile yüksek tatmine sahip çalışanların örgütte konumlanacağını ve buna bağlı olarak da insan sağlığına doğrudan etki edecek sağlık hizmet kalitesinin artacağını ortaya koymaktadır
This study aimed to investigate the relationship between job dissatisfaction (JD) and depressive symptoms and suicidal ideation among female workers. Additionally, it examined how the cumulative exposure to JD over multiple years can exacerbate the effect. We conducted our analyses on a nationwide sample of 6111 female workers from the Korean Longitudinal Survey of Women and Family (Waves 5–7). Depressive symptoms were measured using the 10-item version of the Centre for Epidemiologic Studies Depression Scale. JD was classified into quartiles (Q1–Q4), and odds ratios (ORs) with 95% confidence intervals (CIs) were calculated using generalised estimating equations. The overall prevalence of depressive symptoms and suicidal ideation among study participants was 13.9% and 2.4%, respectively. Our findings revealed that female workers with the highest level of JD (Q4) had a significantly greater risk of depressive symptoms (OR [95% CI]: 1.61 [1.37–1.89]) and suicidal ideation (OR [95% CI]: 2.08 [1.37–3.17]) after 2-year follow-up compared to those with the lowest level of JD (Q1). Consecutive exposure to JD over multiple years was also associated with depressive symptoms and suicidal ideation after a 2-year follow-up. For instance, women exposed to JD for three consecutive waves exhibited a high risk of depressive symptoms (OR [95% CI]: 1.61 [1.33–1.95]) and suicidal ideation (OR [95% CI]: 1.67 [1.04–2.70]). JD was positively associated with depressive symptoms and suicidal ideation. Our study suggests that JD is a risk factor for mental health problems in female workers.
The COVID-19 pandemic has had a profound effect on all spheres of the economy. One of the numerous consequences for the health system, in particular, was the disruption of flexible working and the need for its fundamental transformation. The article is intended to analyse and assess the relationships between flexible work perception (FWP), job satisfaction (JS), work-family balance (WFB) and task performance (TP) and examine this relational network cumulatively from the perspective of healthcare workers. The methodological framework of the research includes social exchange theory and the concept of human resources management. The study involved 353 staff members working for one of private medical clinics in the city of Gaziantep, Turkey. The research methods applied are purposeful sampling and online survey. Smart PLS3 statistical program was used to estimate the structural equation model by partial least squares method. The study showed that despite the mobilization of additional resources, TP of healthcare workers during the pandemic significantly decreased. We proved that FWP had a positive effect on task performance. At the same time, lack of flexible working negatively influenced job satisfaction and work-family balance of the employees. We found that poor WFB resulted in a decrease in the respondents’ JS and TP. Among the avenues for further research are using the data retrieved from public medical institutions and conducting the investigation in different cities and with varying working conditions.
Maintaining order and safety in a prison environment heavily depends on prison officers, who daily interact with prisoners and are constantly dealing with dangerous situations. Their task performance is vital for the organizational performance and the fulfillment of the prisons’ mission. For managing prison officers’ job performance efficiently, it is important to understand the associated factors; however, job performance in a prison environment remains completely unexplored in Slovenia. This article presents a study conducted among Slovenian prison officers ( n = 201), which examined their task performance, its association with job attitudes, and the role of organizational and work-related factors. The study results showed that the prison officers’ task performance is associated with their job satisfaction, but not with their job involvement. Moreover, their job satisfaction is associated with perceived organizational justice, job stress, and the dangerousness of the job. Based on these findings, we demonstrated that task performance depends on several direct and indirect factors that prison management should prioritize, the key ones being stress reduction, strengthening the feeling of organizational justice, and the ability to deal with the job-related dangers successfully. This article highlights organizational and work-related factors important for improving the prison officers’ well-being at work.
Rekabetçi ortamın iyiden iyi hissedildiği günümüz dünyasında, örgütler çalışanların iyiliğini düşünmekte ve onları yaşamsal bir değer olarak görmektedirler. Çünkü çalışanlar örgütlerinden gördükleri destek neticesinde, daha yüksek performanslar sergilemekte, daha fazla olumlu katkı vermekte ve daha az olumsuzluk yaratmaktadırlar. Aynı zamanda, her ne koşul olursa olsun, örgütlerinin kendilerini desteklediğini bilen çalışanlar, bu zorluklara karşı sebat göstererek direnmekte ve örgüt yararına çaba göstermeye devam etmektedirler. Dolayısıyla, örgütsel desteğin sağlanması, çalışanların azim duygularının harekete geçmesine; bu sayede çalışanların daha tatmin olarak performans sergilemelerine ve mevcut işlerinden ayrılmayı daha az düşünmelerine olanak tanımaktadır. Tüm bu etmenler nezdinde, azim olgusunun, aslında örgütsel davranış alanında önemli bir yeri olduğu söylenebilmektedir. Fakat, azim olgusunu, iş yaşamı ve özellikle örgütsel davranış alanında inceleyen çok az çalışma bulunmaktadır. Bu çalışmanın amacı, algılanan örgütsel desteğin, örgütsel çıktılar üzerindeki etkisinde azmin aracı rolünü incelemektedir.
Analiz sonuçlarına göre, algılanan örgütsel destek, iş tatminini anlamlı ve olumlu şekilde etkilemekte; iş tatmini, iş performansını anlamlı ve olumlu şekilde, işten ayrılma niyetini ise anlamlı ve negatif şekilde etkilemektedir. Azim, algılanan örgütsel destek ile iş tatmini arasında kısmi aracı rolüne sahip olduğu tespit edilmiştir. Araştırma sonuçları, ilgili literatür bağlamında değerlendirilmiş, uygulayıcı ve araştırmacılar için önerilerde bulunulmuştur.
In today's world where the competitive environment is felt thoroughly, organizations consider the well-being of their employees and see them as a vital value. Because, as a result of the support they receive from their organizations, employees exhibit higher performances, make more positive contributions and create less negativity. At the same time, employees who know that their organizations support them no matter what the circumstances, persevere against these challenges and continue to strive for the benefit of the organization. Therefore, providing organizational support helps the employees' sense of determination to take action; in this way, it allows employees to perform more satisfactorily and to think less about leaving their current organizations. In view of all these factors, it can be said that the phenomenon of grit actually has an important place in the field of organizational behavior. However, there are very few studies examining the phenomenon of grit in the field of work life and especially organizational behavior. The aim of this study is to examine the mediating role of grit in the effect of perceived organizational support on organizational outcomes.
According to the results of the analysis, perceived organizational support affects job satisfaction significantly and positively; job satisfaction affects job performance significantly and positively, and turnover intention significantly and negatively. It has been determined that grit has a mediator role between perceived organizational support and job satisfaction. The results of the research were evaluated in the context of the existing literature and suggestions were made for practitioners and researchers.
This look at ambitions to take a look at the effect of duty, organizational culture and management ethics on worker paintings motivation and on employee overall performance at Halu Oleo-Kendari University. This studies uses a correlation test approach this is useful for explaining whether there may be a relationship between variables. In In this study, the sample consisted of 30 workforce individuals at the Faculty of Social and Political Sciences. Respondents have been decided on using a random sampling technique. Correlation take a look at with a couple of regression evaluation method is used to check the speculation. Before us checking out the hypotheses, element evaluation and classical assumption assessments were accomplished to check the validity and reliability of the instrument and the fine of the information. The studies results show that organizational subculture and ethical management has a effective effect on the work motivation of the staff individuals of the Faculty of Social and Political Sciences and their overall performance. Whereas responsibility only undoubtedly affects performance and now not on worker motivation on the Faculty of Social and Political Sciences.
Abstrak Tujuan dari penelitian ini adalah untuk menguji dan menganalisis pengaruh kepuasan kerja terhadap kinerja karyawan melalui komitmen organisasi. Desain penelitian menggunakan metode survei dengan pengumpulan data melalui kuesioner. Jumlah responden adalah sebanyak 74 orang karyawan RSUD Dok II Jayapura yang diambil dengan menggunakan teknik purposive sampling. Metode analisis data yang digunakan dalam pengujian hipotesis adalah Structural Equation Modelling (SEM). Hasil penelitian memberikan bukti bahwa kepuasan kerja berpengaruh secara positif dan signifikan terhadap komitmen organisasi. Begitu pula dengan komitmen organisasi yang tinggi akan berdampak secara signifikan pada kinerja karyawan. Dan akhirnya hasil uji tidak langsung pada kepuasan kerja dapat meningkatkan kinerja karyawan secara signifikan yang didukung oleh komitmen organisasi karyawan yang tinggi. Kata kunci: kepuasan kerja, komitmen organisasi, kinerja karyawan Pendahuluan Menurut Undang-Undang nomor 36 tahun 2009 tentang Kesehatan, sarana kesehatan adalah suatu alat dan/atau tempat yang digunakan untuk menyelenggarakan upaya pelayanan kesehatan, baik promotif, kuratif, preventif maupun rehabilitasi yang dilakukan pemerintah, pemerintah daerah, dan/atau masyarakat. Sarana kesehatan dalam publikasi ini mencakup Puskesmas (Pusat Kesehatan Masyarakat) dan Rumah Sakit. (sumber: Profil Kesehatan Kemenkes, 2015). Salah satu aspek sangat berpengaruh pada kinerja Rumah sakit adalah bagaimana kinerja pegawai, yaitu Sumber Daya Manusia yang mengelola sebuah Rumah Sakit (Indrayati, 2016). Kepuasan kerja diyakini menjadi faktor kunci yang mempengaruhi kinerja individu dan organisasi. Apabila karyawan tidak puas, maka akan mempengaruhi secara negatif penggunaan alat-alat kesehatan dan fasilitas lainnya yang dimiliki oleh Rumah Sakit tersebut (Ayele, et. al, 2015). Para penduduk migran atau pendatang umumnya terkonsentrasi di wilayah perkotaan, di mana sistem layanan kesehatan masih berfungsi. Sebaliknya penduduk asli Papua berada di wilayah perkampungan yang terpencil dimana sistem layanan kesehatan tidak beroperasi dengan baik. Bukan hanya faktor jarak antara suatu daerah dengan daerah yang sulit untuk dicapai namun salah satu faktor lainnya adalah Budaya. Dengan adanya Rumah Sakit Umum Daerah di Papua diharapkan dapat membantu pelayanan kesehatan di tanah Papua. Salah satu RSUD yang saat ini banyak memberikan pelayanan kepada masyarakat yang berada di kota Jayapura dan sekitarnya adalah RSUD Dok II Jayapura yang merupakan salah satu rumah sakit umum yang tertua di Jayapura. Selama Belanda menguasai wilayah Netherland Niew Guinea (kini Papua), telah dibangun sejumlah rumah sakit dan klinik kesehatan di berbagai tempat. Pembangunan rumah sakit dan klinik itu umumnya dilengkapi fasilitas penunjang dan tenaga medis yang profesional. Untuk wilayah Holandia (sekarang Jayapura) misalnya, Belanda telah membangun sebuah klinik kesehatan di Abepura sekitar awal 1940-an. Hadirnya klinik ini guna memberi pelayanan kesehatan bagi orang-orang Papua dan Belanda (Eropa) di sekitar wilayah Holandia. Klinik ini awalnya hanya melayani pengobatan malaria dan pasien bersalin. Tapi, dalam perkembangan kemudian, klinik itu berkembang hingga
As suggested by E. E. Lawler (see record
1970-13495-001) and others, the theoretical reason for making jobs stimulating is to enable the job holders to experience satisfaction when they perform well. It was, therefore, hypothesized that on stimulating jobs, satisfaction would be positively related to performance. To test the hypothesis, the Job Descriptive Index was administered to 167 state-agency employees, and performance ratings were obtained from their supervisors. Job stimulation was determined by having 3 observers rate the jobs using the Job Diagnostic Survey (JDS). Analysis of variance and correlational analysis revealed that the relationships between performance and satisfaction were exactly opposite to those hypothesized. Satisfaction with work was correlated with performance only in nonstimulating jobs. It is suggested that the key variable in determining these relationships is the nature and use of feedback. (19 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Three different studies examine moderating effects of focus of attention at work on leader-follower relationships, using the typology developed by Howell, Dorfman, and Kerr (1986). Survey data were collected from over 1300 subjects. Results indicate that: (1) high focus on the supervisor while at work enhances leader behaviour-subordinate satisfaction and behaviour relationships, (2) high focus on off-job factors while at work enhances leader behaviour-subordinate satisfaction relationships, and (3) high focus on off-job factors while at work weakens leader behaviour-subordinate behaviour relationships. Theoretical implications for the study of organizational behaviour are discussed, as well as practical issues for enhancing leader behaviour effectiveness in work organizations.
The moderating effects of perceived peer and leader support on the relations between role ambiguity and role conflict and job satisfaction and job performance respectively were examined in a sample of 90 black and 93 white clerks in South Africa. Subgroup analysis indicated that peer and leader support moderated the job stress-performance and job stress-satisfaction relationships among the black clerks, but not among the white clerks. It is argued that this is because blacks attach much more importance to social support in the work situation that do whites in South Africa because of their different background and position in South African society. This points to the need for further cross-cultural research if the reactions of people to different aspects of the work situation are to be fully understood.