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A Career Stage Analysis of the U.S. Federal Employees’ Job Satisfaction and Turnover Intention: A Comprehensive Overview
Abstract
This study examines how the determinants of job satisfaction and turnover intention are different across employee’s career stages, using a large-scale data set from U.S. federal agencies. A comprehensive examination of career stage differences provides a sophisticated understanding of the multifaceted nature of job satisfaction and turnover intention factors. The trajectory of career stage differences is linear, and the impact of career stages is rather minimal when it comes to the determinants of job satisfaction, whereas the differences in terms of turnover intention were more drastic and salient. Also, the patterns of career stage effect were more complicated than proposed in the existing studies. The implications of these findings are explored for future research and practitioners.
... According to Lee (2020), differences in career stage appear more significantly in some factors of work than in others (for example: in the author's research, turnover intentions were different concerning career stage, but the determinants of job satisfaction were similar at different stages). While younger workers at the beginning of their careers may prefer to receive immediate benefits from the organization, such as health plans and maternity and Career stages in management studies paternity leave, those at more advanced stages of their careers may attach greater importance to actions related to retirement plans (Mehta, Anderson & Dubinsky, 2000). ...
... While younger workers at the beginning of their careers may prefer to receive immediate benefits from the organization, such as health plans and maternity and Career stages in management studies paternity leave, those at more advanced stages of their careers may attach greater importance to actions related to retirement plans (Mehta, Anderson & Dubinsky, 2000). For this reason, researchers have investigated the importance attributed to several factors of work depending on the stage in which the individual is in the career (Lee, 2020). That said, the purpose of this article is to present a systematic review of scientific production on career stages in the last decade (2011)(2012)(2013)(2014)(2015)(2016)(2017)(2018)(2019)(2020). ...
... Career stages have already been researched and related to various constructs in various professional occupations (Douglas & Swartz, 2016). Differences in career stages have been studied, for example, in relation to job satisfaction, commitment, motivation, worker involvement, salary, work complexity, work burnout, performance, personal growth, turnover intention, gender, worker behaviors and attitudes, among others (Gould, 1979;Aryee, Chay & Chew, 1994;Kooij, Lange, Jansen & Dikkers, 2008;James, McKechnie & Swanberg, 2011;Lopez & Ramos, 2016;Duarte & Lopes, 2018;Salmela-Aro & Upadyaya, 2018;Kooij & Boon, 2018;Lee, 2020;Hommelhoff, Schr€ oder & Niessen, 2020;Rehbock, Knipfer & Peus, 2021). ...
Purpose
The purpose of this article is to present a systematic review of scientific production on career stages in the last decade (2011–2020). More specifically, it seeks to understand the methodological approaches, how career stages have been operationalized in research in the Management field, and the main results of these researches.
Design/methodology/approach
The authors searched articles about career stages on the Web of Science database published between 2011 and 2020. The final portfolio for the systematic review included 20 article based on pre-established criteria for the selection.
Findings
The results present an overview of these articles, as well as the methodological approaches used. The authors confirmed that there is no consensus on the operationalization of the career stage. Five topics associated with career stages were discussed: workers' attitudes and behaviors; training and mentoring; intentions; perception of success and work-life balance; and work values.
Originality/value
The authors found no other studies concerning the review of scientific production on career stages and divergences in the operationalization of the theme. However, considering the large number of research studies that deal with careers and their stages, it is relevant to discuss how the career stages can be operationalized and whether their operationalization is valid.
... Moreover, the broader concept of affective commitment may only be influenced indirectly by job characteristics and work-life balance, depending on the job and the associated level of job satisfaction (Farrell & Rusbult, 1981). Hirschfeld (2000) and Lee (2019) have found a direct link between job-related intrinsic motivators (e.g. job characteristics; variety, autonomy, task significance, skill utilisation and self-growth) and the level of job satisfaction, which in turn leads directly to both affective commitment and turnover intention. ...
... Therefore, no mediating effects involving these variables were evident. This result is not consistent with previous findings (Gani et al., 2020;Ibidunni et al., 2016;Joāo & Coetzee, 2012;Kraimer et al., 2011;Lee, Our study showed that ER factors might be differently related to attitudinal antecedents of voluntary turnover. Gardner, Wright and Moynihan (2011) made a similar conclusion in their study of voluntary turnover and multiple HR practices, and their multilevel analyses across corporate business units provided valuable insights. ...
... relating to career stages, family needs, identity, employment opportunities, market-skill demands, spousal careers) and that employee attitudes (e.g. affective commitment) may be affected differentially (Lee, 2019;Lee et al., 2018). ...
Orientation: Gaining a full understanding of employee retention (ER) management requires studying multiple retention factors in tandem. Many empirical studies that use conventional structural equation modelling (SEM) include only a single retention factor or a subset of factors, making it impossible to assess the relative embeddedness of these factors in ER practices.
Research purpose: The purpose was to gain a better understanding of the relationships between multiple ER factors and attitudinal antecedents of voluntary turnover.
Motivation for the study: This research aimed to address the need for more comprehensive latent multivariate approaches to studying ER by using extended SEM techniques.
Research approach/design and method: The researchers used a cross-sectional survey design and obtained a convenience sample of 272 skilled employees from public and private organisations. The first stage of the study entailed using the exploratory structural equation model (ESEM) within the confirmatory factor analysis to test a model measuring ER factors. The second stage involved using plausible values for latent variables in an SEM analysis of the relationship between attitudinal antecedents of voluntary turnover (i.e. affective commitment, job satisfaction and turnover intention) and ER factors.
Main findings: The findings indicated that affective commitment and job satisfaction differentially mediated the relationship between ER factors and turnover intention, partially supporting existing research and providing new insights into ER.
Practical/managerial implications: This study suggested that in order for management to effectively manage ER, they must understand the relative embeddedness of a range of ER factors and prioritise motivational and empowerment-enhancing bundles of practice (e.g. compensation, job characteristics, work–life balance and career opportunities) to impact on attitudinal antecedents of voluntary turnover.
Contribution/value-add: This study indicated that the use of extended SEM modelling techniques could provide valuable insights into the multivariate relationships between ER factors and attitudinal antecedents of voluntary turnover.
... Employees who are unable to work in their official language of choice might view this as a broad rejection of the linguistic group to which they belong. In that regard, language is very much a marker of identity like age (Cho & Lewis, 2012;Lee, 2020); race (Tsui et al., 1992;Hofhuis et al., 2014;Chordiya, 2022a), gender (Moynihan & Landuyt, 2008) or sexual orientation (Sabharwal et al., 2019), which can lead to discrimination and, ultimately, turnover intentions. However, research studying the impact that belonging to a minority, or a historically marginalized group, has on an employee's turnover intention has produced conflicting results. ...
... Noting the above, we adopt a hierarchical modeling approach beginning with a basic model containing a limited number of predictors, and in a sequential manner we include additional variables to the model to control for additional factors that research shows to effect turnover intention (Hur & Abner, 2024;Moynihan & Landuyt, 2008;Lee, 2020). 8 This approach thus allows readers to see the relationship between linguistic diversity and turnover intention in various formats. ...
Although approximately a quarter of the world's countries are officially bilingual or multilingual, the relationship between linguistic diversity and human resource management has largely been overlooked. This article advances research by theoretically considering, and empirically investigating, whether public servants' ability to use their official language of choice at work is related to their turnover intentions, and whether this relationship is moderated by one's linguistic minority status. Analysis of survey data from Canada's full-time permanent public service shows a statistically significant and substantive relationship between public servants' ability to use their official language of choice at work and their internal and external turnover intentions. Moreover, the results from various hierarchical sequential multivariate models, which build-up to control for employees' personal characteristics and work environment, suggest that the relationship language of use has with turnover intention is important regardless of whether one is a linguistic minority or a linguistic majority.
... They had the perception that their achievements or contributions were not recognised, and doubted if their personal career plans were valued or considered. This result is problematic, as managerial recognition of an employee's efforts increases motivation and is strongly linked to superior performance and increased effort work effort [8]. ...
This article offers insights into factors that affect hotel employees’ decisions to make a career in hotels. They are important as there are differences between men’s and women’s career expectations. Career progression in the hotel industry tends to be linear, from entry-level positions to senior management positions globally (Wang, 2013). Employees’ career expectations and values are important, as they drive individual career choices and influence (Kong et al., 2015). Factors such as personal interests, family background, educational level, and gender/race/ethnicity (Metz et al., 2009) all shape individual career hopes, and industry and geographical context change actual outcomes.
... The theory elaborates that as each stage characterized by unique challenges, developmental tasks, and career-related needs, individuals' behavior and job performance changes accordingly. This notion is supported by extant literature (i.e., Lee, 2020;Ornstein et al., 1989;Slocum Jr & Cron, 1985). Further, Gardner et al. (2018) find several pre quitting behaviors (PQB) including lost in interest in organizational mission, less focus on job, leave early from work, put less effort and motivation, act less as a team player, decrease productivity, and negative attitude among others. ...
Keeping in mind the importance of pre quitting behaviors, this study attempts to investigate the impact of directors' last working year on firm performance. Analyzing a sample of Chinese listed firms over the period of 2003 to 2018, we find that corporate boards with more directors having last working year is negatively related to firm performance. We argue that this negative relationship may be due to the negative behavior and less commitment that people show when they plan to quit their jobs. Furthermore, we discover that gender differences play a significant role. We show that in gender diverse boards, the negative relationship between directors’ last working year and firm performance is less severe. Our findings are robust since we address the endogeneity issue and employe several robustness checks. Our findings highlight new insights and provide an opportunity to policymakers and governance committees to constitute a more balanced board by minimizing the ratio of last-year directors, and including more female directors.
... This diversity in age groups can bring varying perspectives and experience levels to the field. 16-08-2024 In this line, a longitudinal study by Lee, (18) tracking the career trajectories of oncology nurses and investigate factors influencing retention, career satisfaction, and professional growth, clarified that the age distribution of oncology nurses is a significant factor in workforce planning and healthcare delivery, while, Pursio et al., (19) reported that younger nurses often bring fresh perspectives and adaptability to the field. In the other hand, the finding of the current study contradicted with Udayar et al., (20) who stated that the majority of oncology nurses are over 50 years old, with only 10% falling within the 30 to 40 age range. ...
Background: Cancer is the second leading cause of death so the need for palliative care has increased to enhance patient’s quality of life and alleviate suffering. Nurses level of competency and attitude about palliative care are important factors affecting quality of care applied for patients. Aim: Assess and evaluate the nurses' competency and attitude regarding palliative care of cancers patients. Design: Pre -experimental (one group pre/posttest) design. Sample: A convenient sample of all available nurses (120). Setting: The study was carried out in Aswan Oncology Institute. Tools: Tool I: A structured interview questionnaire for nurses to assess nurse’s knowledge regarding palliative care, tool II: Nurses' observational checklist to assess nurses’ practices related to palliative care and tool III: Nurses' attitude toward palliative care. Results: The total score of nurses' knowledges had improved from 51.8% to 75.9% pre/post the intervention, concerning nurses’ total practices ,39.3% of the studied nurses had competent level of practice pre the intervention which improved to (82.1%) post intervention. Hundred percent of the studied nurses had negative attitude pre-palliative care intervention, while post 43.8% had negative attitude. Conclusion: Palliative care training package had significant improvement in nurses' attitude and competencies. Recommendations: Continuous in-service training program should be conducted periodically in order to update nurses' knowledge and improve their competencies levels regarding palliative cares.
... This aligns with Suardhita et al. [21] theory, which posits that employee performance is influenced by a range of factors including leadership, loyalty, and job satisfaction. The results of this study corroborate this theory and are consistent with the findings of Lee [24], who also found that leadership, loyalty, and job satisfaction significantly impact employee performance. ...
This study aims to determine the effects of leadership, loyalty, and job satisfaction on employee performance at PT XYZ Palembang. The research type employed is associative research. The research population consists of 100 employees, with a sample of 50 employees. Data collection was conducted using questionnaires. Multiple linear regression analysis was utilized for data analysis, along with hypothesis testing using the F test and t test. The results of the study indicate the following: 1) Leadership, loyalty, and job satisfaction collectively have a positive and significant impact on employee performance at PT XYZ Palembang. 2) Leadership has a positive and significant influence on employee performance at PT XYZ Palembang. 3) Loyalty does not have a significant effect on employee performance at PT XYZ Palembang. 4) Job satisfaction has a positive and significant effect on employee performance at PT XYZ Palembang. These findings suggest that enhancing leadership and job satisfaction can significantly improve employee performance, highlighting the need for targeted managerial strategies.
... Further research can determine if there are variations in professional expectations between employees at the start and end of their careers. Recent studies in public sectors in various countries have revealed discrepancies in VWI levels based on employees' career stages (Lee, 2020). Future research can further investigate if the lack of professional achievements contributes to organizational change through expanding VWI. ...
Objective: Voluntary withdrawal intention (VWI) is the idealized process of leaving an organization. VWI can lead to a loss of institutional memory, higher costs for personnel replacement, and an overload on remaining staff. Drawing on unfolding and embeddedness
theories, this study identifies a new mechanism linking negative shocks to turnover intention. Methods: The study supports the idea that organizational cynicism and professional achievement mediate the relationship between VWI and organizational change. Structural equation modeling was used with data from 378 federal public servants in Brazil. Results: The results indicate that organizational cynicism and professional achievement play a role in this relationship. The model explains 70.70% of the variance in VWI. Conclusions: These findings have implications for research on employee turnover intentions and people management, improving our understanding of predictors and
relationships. The study also explores both theoretical and practical implications, which are particularly important due to the limited research in the Brazilian federal public sector.
... First, it shows that the order of priorities when designing human resources systems must change according to the company's purpose. Further, although job satisfaction and turnover intention are closely related (Abd-Ellatif et al., 2021;Zhang et al., 2021), we show that the driving factors of both differ (Chavadi et al., 2022;Lee, 2020;Puhakka et al., 2021). To increase job satisfaction, practitioners should thus create an environment in which employees can acquire specialized knowledge and skills. ...
This study examines how the introduction of advanced technology such as artificial intelligence adversely affects employees and the tactics to mitigate these negative effects. We surveyed 5,438 employees working for large companies listed on the Tokyo Stock Exchange in nine industries in Japan. The questionnaire considered the five drivers of employee attitudes (skill acquisition, fair wages, work/life balance, relationship with supervisor, and diversity of human resources) as well as the introduction of advanced technology in workplaces. Using structural equation modeling, we revealed that the introduction of advanced technology increases turnover intention. While the effect is not observed for sales and marketing, it is evident among back-office and software development personnel. Further, this effect is more pronounced among younger workers and those who change jobs more frequently. Managers should consider not only the positive effect of cutting-edge technology, but also its adverse impact on employees.
... knowledge, none of the incivility research on public-sector employees has done so. This separation can be important because supervisor incivility has been shown to have stronger effects on employee intentions to quit (Hershcovis & Barling, 2010). And while turnover has been of greater interest to public management scholars (e.g., Ali et al., 2018;H. W. Lee, 2020;Pitts et al., 2011), there has been limited research on the effects of incivility on turnover intentions, job search behavior, or actual turnover. Moreover, this study examines specific mechanisms by which incivility experiences may be related to job search behavior among public-sector employees. Specifically, the analysis considers whet ...
While extensive research documents that workplace incivility has negative consequences for both employees and organizations, there has been limited research on how workplace incivility experiences affect public-sector employees. This study examines the associations between workplace incivility experiences and public employee job satisfaction and job search behavior. Relying on the Conservation of Resources theory, this article develops a research model that suggests that workplace incivility experiences prompt job search by lowering employee job satisfaction. The analysis of survey data collected from 751 professional employees working in a state-level law enforcement agency shows that both supervisor and coworker incivility are associated positively with employee job search behavior, but supervisor incivility has a stronger association. Moreover, the analysis shows that the indirect effects of supervisor incivility and coworker incivility on job search behavior through job satisfaction are stronger for employees of color and weaker for older employees. These findings have implications for public-sector human resource management.
... Moreover, there is a concern that the effects of the factors are overestimated as the factors are considered individually in these studies. 4) Difference in the factors underlying job satisfaction and turnover intentions: Although the two are closely related [12], their factors differ [13][14][15]. Surprisingly, few studies have addressed these main factors and clari ed their differences. ...
Background
While the extant literature has presented various factors underlying employee attitude, researchers may have overestimated the effects by analyzing these factors individually. This study clarified the differences in the factors contributing to job satisfaction and turnover intentions, focusing on 10 factors—eight from the literature (rewarding work, skill acquisition, fair wages, work–life balance, flexible work, office equipment, relationships with superiors, and corporate social responsibility) and two new factors: company philosophy and advanced technology.
Methods
Following a literature review and hypotheses development, we applied structural equation modeling to online survey data of 1,000 workers employed in 10 industries (automobiles, banking, clothing, cosmetics, electronics, food, government, IT, medical and health care, and retail) in Japan.
Results
The results showed that these factors (in the given order) have significant positive effects on job satisfaction: rewarding work, work–life balance, company philosophy, and fair wages. Flexible work has a negative effect on job satisfaction, contrary to expectations. Skill acquisition and relationships with superiors have a negative effect on turnover intentions, while advanced technology has a positive effect. Moreover, men emphasize objective factors such as wages and skills, whereas women emphasize psychological factors such as human relationships and an empathetic company philosophy.
Conclusions
By treating the 10 factors equally, this study showed that the factors contributing to job satisfaction and turnover intentions are different. Furthermore, two new factors—company philosophy and advanced technology—were evaluated in the context of job satisfaction and turnover intentions.
... From Table 15, the output demonstrates that there is a significant difference between groups in all the variables, as the significant values are less than the critical value at the 95% confidence interval. It is important to note that this outcome is consistent with previous findings (Gani et al., 2020;Ibidunni et al., 2016;Joāo & Coetzee, 2012;Kraimer et al., 2011;Lee, 2019;Van Dyk & Coetzee, 2012). However, Schaap & Olckers (2020) posit that that three bundles of HRM practices (skilling, motivation and empowerment) affected voluntary turnover differently and that affective commitment did not mediate the effect of skill-enhancing practices (e.g. ...
In higher institutions, the retention of employees is a serious concern due to high turnover rates. In this work, the relationship between human capital development (HCD) and employee retention (ER) in some selected tertiary institutions around Nigeria was examined. HCD was measured using training and development (TD) and career planning (CP) as proxy variables. On the other hand, ER was measured using employee motivation (M), workplace flexibility (WPF), and work-life balance (WLB). Two regression models were set up for both TD and CP to determine their impact on M, WPF and WLB. Results showed TD is a significant positive predictor of all three factors of employee retention (M, WPF, and WLB). The predictor estimates of M on TD indicate that for every 1-unit increase in TD, a predicted increase of 0.990 is significantly higher than the predicted increase for WPF and WLP for the same unit. Similarly, the results also show that CP is a significant positive predictor of WPF (0.811), WLB (0.845) and M (0.356). For CP, M exhibited the lowest predicted increase compared to the other two variables (WPF and WLB). In addition, the second model elucidates that WLB has a stronger predictive value for CP. The correlation coefficient between CP and WLB is the highest, followed by WF and then M. Overall, the findings of this research will support HR managers' ability to better identify which retention strategies and empowerment-enhancing bundles would work best for their respective organizations.
... A sample item is "Considering everything, how satisfied are you with your job?" The items for this construct have been commonly used in prior studies in public management research to measure job satisfaction of U.S. federal employees (e.g., Bae & Kim, 2016;Cho & Lee, 2011;Lee, 2020;Vanderschuere & Birdsall, 2019). ...
Due to the pressure to do more with less, public employees are having higher levels of unreasonable workload, which can negatively affect their job satisfaction. Despite this, little research examines ways to promote reasonable workload in the public sector. Based on the conservation of resources (COR) theory, this study posits that supervisor support fosters coworker support, which can offer various resources to enhance reasonable workload and in turn, job satisfaction of public sector employees. Furthermore, based on the complementary resources perspective, we propose that tangible job resources magnify the effects of supervisor support and coworker support on reasonable workload. Results of structural equation models with data from the 2019 U.S. Federal Employee Viewpoint Survey support the above hypotheses. This study is important as it demonstrates practical ways to help public employees deal with their workload and enhance job satisfaction.
This study examines the impact of crisis-induced telework during the COVID-19 pandemic 2020 on public sector employees’ job satisfaction (JS) and retention intention (RI). Analyses of the 2020 Federal Employee Viewpoint Survey data reveal a negative association between the amount of COVID-induced telework and the federal employees’ JS and RI. However, this negative effect is mitigated by offering adequate organizational telework support for mandatory telework during the COVID peak and subsequently decreasing the amount of telework after the peak. Nevertheless, the findings also indicate that solid organizational support for teleworkers during the pandemic’s peak can ironically discourage them from returning to the regular work setting even when it is safe, potentially compromising organizational performance—a hidden cost of the organizational support. Still, this hidden cost does not appear to be significant enough to warrant revisions in the level of crisis-specific organizational support.
While some individuals prefer to work for empathic companies, others may be attracted to those with appealing products or services. This study compares the e ects of company purpose and products on job satisfaction and turnover intention in internal marketing. Propensity score matching was applied to data from an online survey of full-time employees across 10 industries in Japan. We found that an empathic purpose positively a ects satisfaction , supporting the e ectiveness of purpose rede nition, which has recently attracted attention. Considering organizational scale, the impact was signi cant for small and medium-sized enterprises, but not for large ones. Contrary to our assumptions, attractive products positively a ect turnover intentions. As large enterprises with diverse businesses commonly have an abstract purpose, an overarching purpose should be established and shared by all business domains and a hierarchical structure with sub-purposes should be created. Furthermore, employees working on attractive products may be more likely to switch jobs, as it is easier for them to appeal to outsiders. ARTICLE HISTORY
Mentoring is important to career development and employee morale of public sector employees, but little is known about how employee mentoring needs change over the course of one’s career or at different job classification levels. An online survey about the mentoring needs of 251 aquatic professionals in the USDA Forest Service was conducted in 2019. Quantitative data were analyzed across three federal employee grade levels and four career stages. This study found that grade levels influenced the type of skills employees seek to develop and the attributes associated with successful mentoring. Employees in lower grade positions believed that mentoring would help them to achieve a faster promotion or prepare them for a new position, but they also had less access to mentors and received the least encouragement from their supervisors to seek mentoring. Employees at all career stages believed that mentoring was valuable to their professional growth, while middle- and late-career employees received less encouragement from their supervisor to seek a mentor. Differences in mentorship needs, access, importance, and structures across career stages and grade levels suggest potential areas of future development or intervention to expand the benefits of mentoring to all employees.
Purpose
Construction managers must focus on effective job design to develop and harness employee talent and achieve organizational goals. Because psychological needs and key motivators vary by career stage, a differentiated employee value proposition is crucial for a firm’s retention strategy. This study aims to examine how job crafting (JC) affects job embeddedness (JE) at different career stages.
Design/methodology/approach
In this investigation, a quantitative methodology was used. In total, 272 construction industry professionals from 25 construction firms in Abu Dhabi, United Arab Emirates, provided the data. Through the use of structural equation modeling, hypotheses were evaluated.
Findings
The results show that JC enhances construction professionals’ JE (β = 0.60, p < 0.000). Moreover, the relationship between JC and JE is moderated by career stages. The impact of JC on JE is greater among longer tenured (late-career stages, β = 0.61, p < 0.000) than shorter tenured construction professionals (early-career stages, β = 0.60, p < 0.000 and mid-career stages, β = 0.58, p < 0.000).
Originality/value
Limited research shows how JC can improve JE. At the time of this research, there was no published work on JC and JE relationship in the construction industry. This research found that JC has a positive impact on JE and JC behavior applies at both individual and team levels. This could imply that construction professionals with longer organizational tenure are more likely to challenge the status quo and identify problems or opportunities for improvement, hence contributes to JE theory.
PURPOSE: The literature of the field suggests a strong relationship between organizational justice and turnover intentions of employees; however, the applicability of this claim has never been tested across different career stages, therefore, this study attempted to examine if there were any differences in this relationship across different career stages. METHODS: The data was collected from 71 different service sector organizations from both the public and private sectors. Initially, the lists of all the employees were obtained from their respective HR departments. From the main list, three subsidiary lists were generated relating to (1) early-career level employees, (2) mid-career level employees, and (3) the top-career level employees. RESULTS: It is found that the justice-turnover intentions relationship varied across different career stages. Only distributive justice affected the turnover intentions of early-career employees. At the middle career stage, all three components of justice affected turnover intentions. None of the components of organizational justice influenced turnover intentions at the later career stage. RESEARCH LIMITATIONS/IMPLICATIONS: The current study was only focused on looking for differences in the proposed relationship across different career stages. Future researchers can consider looking for the underlying causes that make up such differences. ORIGINALITY: This study offers a better understanding of employee turnover behavior as a result of their perception of organizational justice at different career levels across diverse organizations, it attempts to contribute to exploring the interaction of different organizational stages concerning Career stage theory (CST). This study further adds new insights into the theories of organizational justice, and turnover intentions.
Drawing upon the job demands-resources model (JD-R) and self-determination theory, this study investigates whether a set of fringe benefit initiatives taken by the police organization was able to relieve perceived work–family conflict and further reduce policemen’s intention to leave the job. A survey of 421 respondents from Beijing City Police Bureau revealed a positive relationship between work pressure, work–family conflict (WFC), and turnover intention (TI), showing that the satisfaction of fringe benefits (SFB) can moderate the linkage between WFC and TI. However, the moderating role of SFB would be crowded out when the participants possess higher level of public service motivation (PSM). This suggests that organizational support via fringe-benefit policy helps to decrease turnover intention only among employees who possess lower PSM. These findings demonstrate a special interaction of external benefits and PSM in the context of retaining police forces.
Public managers and employees should be on the same page for successful performance. Managers’ self-evaluations of their own management, however, often do not match employees’ evaluations. Despite the consistent findings of a discrepancy between managers’ and employees’ perceptions of management, little research has examined how this perceptual incongruence affects employee job satisfaction. The present study addresses this question using parallel surveys from both managers and employees in the context of public education. The findings suggest managers overestimate their management effectiveness in general. As the perceptual gap between managers and employees increases, employees are less likely to be satisfied with their organization and their profession. We also find that this relationship is nonlinear, and the negative effects of incongruence could be accelerated when employees have considerable consensus about management. This study highlights the role of perceptual congruence in creating a better work environment and promoting job satisfaction for public employees.
The swelling wave of federal retirements heightens the importance of understanding the factors that influence retirement decisions. We examine both behavior and intentions to retire using two large data sets on federal white-collar employees aged 50 and above. Analysis of personnel records for 1979-2009 shows that several of the usual factors—in particular, age, federal experience, and pension design—have strong effects on when employees retire. Perhaps more revealing is our analysis of the 2012 Federal Employee Viewpoint Survey (FEVS), which indicates that satisfaction with agency leadership and with one’s own job appear to encourage postponing retirement plans, whereas satisfaction with supervisors and with recognition received on the job do not. These relationships—especially those for pension design, satisfaction with leadership, and satisfaction with one’s job—produce interesting implications for both theory and practice.
This study was conducted to examine the relationship between person-job fit and the job performance of employees in the service sector of the small and medium size enterprises (SMEs). It was previously reported that person-job fit to have a significant relationship with the job performance of employees in various business sector. In view of the importance of the SMEs in the economic development of Malaysia, hence the focus of this study is to discover whether similar relationships exist among the employees of the service sector SMEs. A quantitative method was employed and data were collected using mail survey. There were 1500 questionnaires distributed and 300 returned survey were deemed usable for further analysis resulted in 20 percent response rate. The result revealed significant relationships exist between person-job fit with the job performance of employees. Discussions of the results and its implication are discussed.
The existing career development and organizational commitment development theory suggests that career stage may moderate the relationship between organizational commitment and outcomes. However, the study of organizational commitment-outcomes linkages across career stages has been a neglected area of research. In light of this insufficiency, a meta-analysis review of 41 samples dealing with the relationships between organizational commitment and outcomes was conducted. The total sample was divided into different time frames according to two indicators of career stage: age and tenure. The findings support the proposition that career stage moderates the relationships between organizational commitment and outcomes. The relationship between commitment and turnover (actual and intended) is stronger in the early career stage than in the mid and late-career stages. The relationships of commitment with performance and absenteeism are strongest in the late-career stage. The findings are discussed in terms of the need for more research that examines organizational commitment-outcomes relationships across career stages as well as across other potential moderators.
This study examined police officer attitudes toward their work in an effort to determine whether a three-stage model of career development has utility in broadening the understanding of police officers' commitment to their work. One-hundred-sixty-four officers were surveyed using a variety of measures of work commitment including: affective, continuance, and normative organizational commitment; job involvement; Protestant work ethic; and career commitment. Data were also collected on officer intentions to remain with-and their perceptions of conditions under which they might leave-their current agencies. Results showed support for a two-stage rather than the traditional three-stage model of career development, with the trial stage being uniquely different from later career stages. The findings are discussed in light of the applicability of career-stage research to the law enforcement profession.
Recent studies have demonstrated that Karasek's operationalization of job demands in his well-known Job Demand-Control (JD-C) model (Karasek, 1979), i.e., quantitative demands, cannot capture the complexities of working with patients or clients in health care work. In the present study on burnout among 816 Dutch oncology care providers, the model was extended by including, apart from quantitative demands, emotional job demands and organizational job demands. Moreover, the study examined the potential moderating role of three different sources of social support (colleagues, supervisor, and family) on the relationship between job demands and burnout thereby predicting a specific match between the source of social support and the type of job demand. The results showed that particularly quantitative job demands and organizational job demands significantly contributed to the prediction of burnout. In addition, social support from the family moderated the relationship between quantitative demands and depersonalization, and social support from colleagues moderated the relationship between emotional demands and depersonalization.
Interorganizational mobility can make a positive contribution both organizationally and government‐wide. Using data from the U.S. Federal Employee Viewpoint Survey, this article seeks to provide a better empirical understanding of the determinants of interorganizational mobility within the U.S. federal government. A specific analytical framework is used, as the intention to take another job within the federal government is nested in the intention to leave the current organization. The results highlight that gender, minority status, length of service, and promotion are determinants of interorganizational mobility within the U.S. federal government.
The theory of organizational justice has been supported by numerous empirical studies in the private sector. Although public administration scholars have investigated the fairness issue in pay and promotions, the main focus was confined to specific groups such as females and racial minorities. This research seeks to fill the gap by providing some generalizable findings. We investigate the justice issue by considering both individual- and organizational-level factors. By employing hierarchical linear modeling (HLM), the research examines whether the three dimensions of organizational justice—distributive, procedural, and informational justice—and several organizational-level factors affect four outcomes, including expectancy for career development, employee satisfaction, loyalty to senior leadership, and cooperation. The analysis confirms that the three dimensions of organizational justice are substantially associated with those employee attitudes, although organizational-level factors have little impact on them.
Motivation scholars have argued that intrinsic motivation is an important driver of employee attitudes. This research tests the influence of intrinsic motivation on employee attitudes and explores three factors conditioning the effects of intrinsic motivation: managerial trustworthiness, goal directedness, and extrinsic reward expectancy. The analysis demonstrates that intrinsic motivation is substantively associated with both employee satisfaction and turnover intention. It also reveals that the three conditional factors interact with intrinsic motivation. Managerial trustworthiness and goal directedness increase the leverage of intrinsic motivation on employee satisfaction, whereas extrinsic rewards expectancy decreases the leverage. With respect to turnover intention, the factors directly influence it rather than affect it indirectly through intrinsic motivation. The implications of the results for theory and managerial strategies for employee motivation are discussed.
The aim of this paper is to assess the validity of the `empowerment thesis': the belief that new forms of work organisation are overturning traditional managerial structures and returning control to employees. Specifically, the project seeks to explore the role of `empowering' forms of work organisation (in particular Total Quality Management, team-based work and consultative committees) and of occupational hierarchies, respectively, in influencing levels of employee autonomy. Data from the 1995 Australian Workplace Industrial Relations Survey (AWIRS95) are used to construct quantitative indicators of `empowering' forms of work organisation, hierarchy and employee autonomy. Associations between the variables are measured. The analysis shows no association between `empowerment' and employee autonomy. There are, however, clear relationships between employees' positions within occupational hierarchies and their levels of control over their work. Therefore, the empowerment thesis is rejected. A provisional explanation for the failure of empowerment to enhance employee autonomy can be found in the fact that organisational power resides primarily in organisational structures. Contrary to claims of the emergence of the `post-bureaucratic organisation', hierarchical structures remain central to the majority of contemporary organisations, and the impact of other changes to work organisation must be understood in this context.
Aims
To assess the degree of psychological morbidity and burnout in 138 psychiatrists in three Manchester teaching hospitals.
Results
The results for senior house officers (SHOs), registrars, senior registrars and consultants were compared. The overall response rate was 76.8%. There was no significant difference in psychological morbidity between the three training grades, but SHOs and registrars reported significantly higher levels of burnout than either senior registrars or consultants. Dealing with violent patients was stressful for all psychiatrists, no matter what the grade.
Clinical implications
Factors related to job stress in psychiatry need to be addressed. In particular, the provision of safer working environments needs to be considered for psychiatrists at all levels of training.
Studies have hypothesized conflicting results regarding the effect of actors' interpersonal attachment on commitment to the encompassing large group. The cohesion approach hypothesizes that interpersonal attachment among actors will enhance group cohesiveness, which produces more commitment to the large group. In contrast, the subgroup approach predicts that interpersonal attachment among actors will contribute more to subgroup fragmentation which sets up barriers to actors' commitment to the large group. We derive hypotheses from these opposing approaches and test the hypotheses over a sample of 1621 employees drawn from 62 work organizations in Korea. The empirical tests indicate the following: (1) Interpersonal attachment among employees in local work units is shown to have a positive effect on commitment to the work organization encompassing the work units. (2) Interpersonal attachment between dissimilar positions in the same work units is shown to have a more positive effect on commitment than that between similar positions. Implications of these findings on the two theories are discussed.
This study examines the value of trustworthiness of supervisors within US federal agencies. Although public administration scholars have paid attention to trust as a managerial resource, more empirical evidence is still needed. The authors test whether perceived trustworthiness of supervisors works as a valuable managerial resource within federal agencies. Following Mayer et al. (199547.
Mayer , R. C. ,
Davis , J. H. and
Schoorman , D. 1995. An Integrative Model of Organizational Trust. Academy of Management Review, 20(3): 709–34. [CrossRef], [Web of Science ®]View all references), this study assumes trustworthiness as a multi-dimensional concept composed of ability, benevolence and integrity. Drawing on data from a large-scale survey of US federal employees, the research first tests whether these factors constitute the elements of supervisory trustworthiness of federal agencies by second-order confirmatory factor analysis. Then, using ordinary least squares (OLS) regression, the research examines whether trustworthiness has positive associations with employee satisfaction and cooperation within work units. The analyses confirm that the three factors constitute trustworthiness as Mayer et al. (199547.
Mayer , R. C. ,
Davis , J. H. and
Schoorman , D. 1995. An Integrative Model of Organizational Trust. Academy of Management Review, 20(3): 709–34. [CrossRef], [Web of Science ®]View all references) suggest and that supervisory trustworthiness is substantially associated with the two outcomes.
Career stage theory suggests that salespeople vary in their motivation systematically across career stages. However, empirical evidence using valence, expectancy, and instrumentality components of motivation have failed to find consistent support. Drawing on social psychology and recent sales literature, we decompose global intrinsic and extrinsic (I/E) motivation into distinct cognitive and affective dimensions to empirically test a more current conceptualization of salesperson motivation. Empirical results using a cross section of salespeople indicate that salespeople's I/E motivation differs along the cognitive, but not affective, dimensions across career stages. Specifically, salespeople in the establishment stage were found to have higher levels of challenge seeking than those in the disengagement stage, and compensation seeking was higher among exploration- and establishment-stage salespeople than those in the maintenance stage. The research findings highlight the need to distinguish between cognitive and affective dimensions of I/E motivation in understanding career stage-based expectations of salesperson motivation. © 2009 PSE National Educational Foundation. All rights reserved.
A lack of agreement exists in the motivation literature concerning appropriate definitions of the terms intrinsic and extrinsic outcomes and inconsistencies are prevalent when specific outcomes are classified as of one or the other type. This situation led to the hypothesis that the concepts of intrinsic and extrinsic are unclear and confusing to industrial and organizational psychologists. This hypothesis was tested by taking a survey of 200 randomly selected members of Division 14 of the American Psychological Association in which surveyed members were asked to define the terms intrinsic and extrinsic and to classify 21 outcomes as either intrinsic, extrinsic, or both. Results of the survey provide support for the confusion hypothesis. Implications of the findings for further conceptual and empirical work are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
By means of a questionnaire, 1916 managers indicated the degree of importance they attached to 13 items representing 5 areas of psychological needs. Respondents represented all levels of management and many different types of companies. The 5 need areas were Security, Social, Esteem, Autonomy, and Self-Actualization. Results showed that there was some relationship between vertical level of position within management and degree of perceived importance of needs. Higher-level managers placed relatively more emphasis on Self-Actualization and Autonomy needs than did lower-level managers. For each of the other 3 types of needs, however, there were no differences between responses from higher-level vs. lower-level managers. The findings from this study were compared with those from recent related studies. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Using survey data collected from 535 salespeople, a study comparing the career development models of Levinson el at. (1978) and Super (1957) was conducted. Support was found for both models. The Levinson et al. model is more closely related to individuals' career decisions, while the Supermodel is more closely related to individual's job attitudes. Implications and future directions are proposed.
Work-family conflict and enrichment are experiences that occur daily and have substantial consequences for employees, their families, and the organizations that employ them. The aim of the current review is to make a link between life and career stage, work and family conditions, and the work-family interface. The basic proposition is that life stages partly determine career development, and consequently the specific working conditions (job demands and job resources) and family conditions (family demands and family resources) that individuals are exposed to. As a result, the specific demands and resources in the work and family domains determine to what extent individuals experience that work and family are conflicting or enriching life domains. In this review we suggest that individuals in early adulthood will experience high inter-role conflict and low facilitation due to high demands and low resources in both life domains, while individuals in late adulthood will experience the opposite pattern; that is, low conflict and high facilitation due to low demands and high resources in both domains. Individuals in middle adulthood will experience high work-family conflict but also high family-work facilitation due to the presence of high job demands and resources in both life domains. Integrating life and career stage perspectives and the experience of work-family interface is of notable practical utility because it provides a mechanism to make more informed decisions about the relative need for and corresponding benefits of work-family programs.
Current reforms in the public sector are characterized by the introduction of businesslike incentive structures, in particular
the introduction of “pay for performance” schemes in public institutions. However, the public sector has some specific characteristics,
which might restrict the naive adoption of pay for performance. Our article analyzes whether the impact of pay for performance
on performance is bound to conditions, and if this is the case, under which conditions pay for performance has a positive
or a negative effect on performance. We explore this contingency in a meta-analytic review of previous experimental studies
on the effects of pay for performance on performance. We further show why pay for performance sometimes negatively affects
personal efforts. With an experimental vignette study we demonstrate (a) that motivation is likely to be a key influence on
the effect of performance-related pay on performance, and (b) that pay for performance is generally more costly as it appears
because it almost always produces hidden costs of rewards. Our findings help to explain the modest success of pay for performance
in the public sector.
We report a field study examining within-individual effects of workload on distress at work and daily well-being. The study was conducted using experience-sampling methodology to measure daily workload, affective distress, and blood pressure throughout and at the end of each of 10 workdays, and emotional burnout and daily strain (two indicators of low well-being) during the evening in a sample of 64 full-time employees who provided a total of 354 person-day data points. We also measured employees’ job control and perceived organizational support with a separate survey. Results showed that workload was positively associated with affective distress and blood pressure, and with the indicators of low daily well-being. Furthermore, affective distress mediated the relationship between workload and daily well-being. More importantly, job control and organizational support had cross-level moderating influences on the relationships of workload with affective distress and blood pressure such that these relationships were weaker for participants who reported having more control on their job, as well as for participants who reported receiving more organizational support.
Though the mainstream organizational literature has advanced in the last 20 years with the integration of transformational and distributed leadership theories, as well as genuine attempts at comprehensive models, the public sector literature has lagged, especially in utilizing large-scale empirical studies. This study takes advantage of a very large government data set to test the utility of one of the best known theories, the “full range” leadership theory of Bernard Bass. It addresses three important research questions: How inclusive is Bass’s operational definition of leadership? How much of an impact do Bass’s leadership competencies have on follower satisfaction? Finally, how important is transformational leadership compared to transactional leadership in government settings? The results indicate that Bass’s broad definition of leadership comes quite close to capturing what federal employees perceive to be effective leadership. The relationship between good leadership in an organization and follower satisfaction is also presented as an important outcome in the federal government. Finally, both transactional and transformational leadership are perceived as important in the federal government, although transformational leadership is considered slightly more important even after shifting one important factor, individualized consideration, back to the transactional model.
Two forms of unwritten contracts derive from relations between organizations and their members. Psychological contracts are individual beliefs in a reciprocal obligation between the individual and the organization. Implied contracts are mutual obligations characterizing interactions existing at the level of the relationship (e.g., dyadic, interunit). Employee/employer relations and changing conditions of employment give rise to issues not addressed in conventional transaction-oriented models of motivation and individual responses. The development, maintenance, and violation of psychological and implied contracts are described along with their organizational implications.
Through the lens of the emerging economic theory of higher education, we look at the relationship between salary and prestige.
Starting from the premise that academic institutions seek to maximize prestige, we hypothesize that monetary rewards are higher
for faculty activities that confer prestige. We use data from the 1999 National Study of Postsecondary Faculty (NSOPF), and
regression analysis to examine the determinants of salaries. The results are consistent with the theory that faculty members
are financially rewarded for enhancing institutional prestige. There is some evidence that the rewards are higher in science
and engineering. Spending more time on teaching has no effect on salary, even in comprehensive universities and liberal arts
colleges. Findings suggest that other types of institutions are emulating research institutions in their pursuit of prestige.
Looking at faculty salaries through this lens raises serious questions about the implications of the current reward system
in higher education.
The career stage theory postulates that employees go through different career stages, and each career stage has different effects on various outcomes, such as job satisfaction. There has been empirical support for the career stage theory from other disciplines, but there has been limited research relating to this theory to corrections. To expand the literature, the current study examined whether different career stages were significant predictors of job satisfactions, while including the personal characteristics and the workplace place variables among Texas correctional officers. The results supported the career state theory: job satisfaction was highest during the entry stage (0–2 years), but was lowest during the second career stage (2–5 years). In career stages three (5–15 years) and four (16+ years), job satisfaction rose. Possible interventions that correctional administrators can undertake to encourage job satisfaction from their staff during the second career stage are discussed.
Background
Women engage in organizational citizenship behaviour more frequently than men. Little research has investigated organizational citizenship behaviour in men and male nurses, especially from a career development stage perspective.
Aim
To investigate work-related factors and organizational citizenship behaviour status as well as predictors of organizational citizenship behaviour of male nurses at different career stages.
Method
A total of 167 male nurses were selected by random sampling to complete a mailed questionnaire. Nurses were divided into the following career stages: exploration (clinical seniority < 2 years), establishment (clinical seniority = 2–5 years), and maintenance (clinical seniority > 5 years).
Findings
Of the 167 male nurses who agreed to participate, 139 returned completed questionnaires, resulting in a response rate of 83.2%. The stage with the highest percentage of male nurses was the establishment stage. Nurses in the maintenance stage had the highest salaries, educational level, hospital position, organizational support, organizational identification, and organizational citizenship behaviour. Organizational identification was the only significant predictor of organizational citizenship behaviour for the three career stages.
Conclusions
Hospital management should promote organizational citizenship behaviour for male nurses by increasing organizational identification, especially during the establishment stage.
Intrinsic and extrinsic types of motivation have been widely studied, and the distinction between them has shed important light on both developmental and educational practices. In this review we revisit the classic definitions of intrinsic and extrinsic motivation in light of contemporary research and theory. Intrinsic motivation remains an important construct, reflecting the natural human propensity to learn and assimilate. However, extrinsic motivation is argued to vary considerably in its relative autonomy and thus can either reflect external control or true self-regulation. The relations of both classes of motives to basic human needs for autonomy, competence and relatedness are discussed.
This body of research explores the influence of structural and psychological empowerment in the work-place on a nurse's percep-tion of job strain and work satisfaction. Previous research has demonstrated the personal, operational, and financial effects of job strain ranging from absenteeism to work-er's compensation and work-place violence. Structural empowerment encompasses a workplace environment with access to information, resources, support, and opportunities to learn. Psychological empower-ment is determined as employees respond to this environment with a sense of autonomy, competence, and self-efficacy. Efforts to empower nurses with a sense of control over decision making signifi-cantly reduces their sense of job strain. Efforts to improve structural and psychological empower-ment may ultimately result in improved employee produc-tivity and retention as well as better patient outcomes and satisfaction.
Is there public-service motivation? In comparison to private employees, are public employees more likely to value extrinsic rewards over intrinsic rewards? Utilizing data from the General Social Survey, public- and private-sector workers are compared with regard to the incentives that they value most highly in a job. This study contributes to the research literature on the difference between public and private employees by providing a multivariate analysis of survey data collected using a national sampling frame. Logistic regression results indicate that public employees are more likely to place a higher value on the intrinsic reward of work that is important and provides a feeling of accomplishment. Additionally, private-sector workers are more likely to place a higher value on such extrinsic reward motivators as high income and short work hours. These findings suggest that public-service motivation does exist. Individuals employed in public organizations value different motives than those employed in private organizations.
Many organization theorists have recognized the Hawthorne studies as path-breaking demonstrations of the influence of social and psychological factors in the workplace. We provide evidence that important implications of the Hawthorne studies can be applied to the federal workforce. Our analysis shows that social relations and participative management style have stronger influences than physical conditions on public employees’ perceived performance. This result is congruent with summary translations of the lessons of the Hawthorne studies: “Attention is gratifying!” and “The attention apparently raised morale, and morale raised productivity.” The present study indicates that the different approaches of management will show different effects on organizational performance according to the levels of performance.
Over the last four decades, occupational stress researchers have given considerable attention to the potential correlates and consequences of workload. In the current study, we use meta-analysis (overall k = 336) to quantitatively review the workload literature. In analyses of hypothesized correlates, we found that social support was negatively associated (ρ = −.20 for supervisor support; ρ = -.11 for co-worker support) and that trait negative affectivity (ρ = .22), role ambiguity (ρ = .28), role conflict (ρ = .44) and work-family conflict (ρ = .44 for work-to-family conflict; ρ = .20 for family-to-work conflict) were each positively associated with workload. Analyses examining hypothesized outcome variables suggest that workload is negatively associated with several indices of psychological and physical well-being (ρs were generally in the -.20s and -.30s), and affective organizational commitment (ρ = -.11), and is positively associated with turnover intention (ρ = .16) and absenteeism (ρ = .07).
While the recent literature acknowledges the importance of performance appraisal fairness in high-performing organizations, one of the major challenges facing human resource management (HRM) is establishing both an effective and a fair performance appraisal system; yet little is known about the key organizational and psychological factors that affect employees’ perception of performance appraisal fairness, especially in public organizations. In regards to employees’ perception of performance appraisal fairness, most studies have focused on the structural factors rather than the cognitive or psychological perspectives. Particularly, one of the key overlooked factors driving employees’ perceived fairness of performance appraisal is psychological contract fulfillment, which describes the expectations between an employee and the employer and what each gives and expects in return from the other. This study examines whether psychological contract fulfillments are associated with employees’ perceived fairness of performance appraisals in U.S. federal agencies. Using the Federal Employee Viewpoint Survey, this study finds that psychological contract fulfillments have a positive impact on federal employees’ perceived fairness of performance appraisals.
Based on data drawn from the Office of Personnel Management’s Federal Human Capital Survey, as well as from data provided in written interviews, this study offers empirical evidence that followership mediates the relationship that exists between participative leadership and public organization performance.
Studies in 2 work organizations tested a self-determination theory based model in which employees' autonomous causality orientation and their perceptions of their managers' autonomy support independently predicted satisfaction of the employees' intrinsic needs for competence, autonomy, and relatedness, which in turn predicted their performance evaluations and psychological adjustment. Path analysis indicated that the self-determination theory model fit the data very well and that alternative models did not provide any advantage.
Using a field survey of 461 self-managing work team members in four countries, we examined: (1) whether employee resistance to such teams mediated the relationships between employee cultural values and job attitudes and (2) whether the value-resistance relationships were stronger in some countries than in others. Results show that resistance mediated the cultural value-job attitude relationships, sometimes fully and sometimes partially, depending on which type of resistance (to teams or to self-management) and which type of cultural value was being examined. Theoretical and practical implications are discussed.
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This article reports the findings of a survey examining if there are gender and career stage differences between male and female practitioners regarding ethical judgment. The results show that, on average, females adopted a more strict ethical stance than their male counterparts on 7 out of 19 vignettes. Males on the other hand, demonstrated a more ethical stance than their female counterparts on 2 out of 19 vignettes. The results furthermore indicate there is a significant difference in ethical judgment across career stages. Overall, it appears that practitioners in later career stages display higher ethical judgment than practitoners in lower career stages. Implications are provided for both practitioners and academicians.
In this study, we propose and test the moderator roles of career stages on the job characteristics–job satisfaction relationships among guest worker salespersons in Saudi Arabia. Due to the severe shortage of indigenous labor, Saudi Arabia brings in foreign workers as guest workers from various countries of the world. These foreign workers meet the human resource needs of both local and foreign companies. As expected, findings suggest that job autonomy, job identity, and job feedback have a stronger influence on guest workers’ job satisfaction during the later stages of their career than during the early career stages. Of all the variables we tested, only the influence of job variety on job satisfaction does not vary across career stages. In general, the results indicate that managers are well advised to take into account guest worker salespersons’ career stages when managing job characteristics.
Recent public management literature has emphasized the influence of human resource management (HRM) policies, including traditional benefits, family-friendly benefits, procedural justice, and managerial trustworthiness, on work attitudes. However, little research in public administration has explored more detailed impacts of each HRM policy. This article provides an integrated understanding of the impacts of HRM policies using social exchange theory. In addition, the moderating impacts of procedural justice and managerial trustworthiness on the relationship between employee benefits and work attitudes are examined. Using the Federal Human Capital Survey 2008 data set, the authors find that two types of employee benefits, procedural justice, and managerial trustworthiness are positively related to job satisfaction, whereas family-friendly benefits, managerial trustworthiness, and procedural justice are negatively associated with turnover intention. The implications of these findings are thoroughly discussed.
This research was funded by grants from the Sloan Foundation and the M.I.T. Industrial Performance High Performance Work Organizations took root in the early 1990s but then faced the challenge of surviving in an environment of organizational turmoil and restructuring. This paper addresses two questions: the continued adoption, or lack thereof, of HPWO systems and whether the productivity and quality gains of these systems have rebounded to the benefit of employees. The paper draws upon a second round survey of employers which replicates and extends a 1992 survey. The new survey provides fresh estimates of the use of HPWO systems, permits the study of whether employers which had these systems in place were able to sustain them over the five years between the surveys, and provides evidence on whether employees who worked in organizations which had HPWO systems in 1992 experienced wage and/or job security gains relative to employees in organizations which lacked these systems in 1992. The results show that HPWO systems have continued to diffuse at a rapid rate during the 1990’s although the rate of expansion in the use of self-managed teams has
The current study examines the relationship between external job mobility and salary for employees in different career stages. Based on career stage and career timetable theories, we predict that external job mobility would generate the greatest salary benefits for early-career employees whereas external job mobility would generate fewer salary benefits for employees in mid- and late career stages. Data collected from multiple industries in Hong Kong and the United States consistently show that, as expected, highly mobile early-career employees earn significantly greater salaries than their less mobile peers do. The positive effects of external job mobility on salary were stronger for early-career workers than for mid-and late-career workers.
The relationship of age to job satisfaction was investigated. Subjects were 1707 public employees in the United States who responded to questionnaires. The results showed that job satisfaction increased with age. Younger employees were less satisfied overall with their jobs, but especially with the intrinsic characteristics of the work. Older employees were more satisfied with the extrinsic characteristics than were the two younger groups of employees. When the effects of salary, job tenure, and education were removed independently as well as simultaneously, the same differences were found. However, when the effect of job characteristics was added to the combination and partialled out, the intrinsic characteristics factor was no longer significant.
This study was concerned with developing and testing an alternative to Maslow's theory and to a simple frustration hypothesis for the problem of relating need-satisfaction to strength of desires. The alternative theory is based on a three-fold conceptualization of human needs: existence, relatedness, and growth (E.R.G.), It does not assume lower-level satisfaction as a prerequisite for the emergence of higher-order needs. It does include propositions relating the impact of higher-order frustration to the strength of lower-order needs. Empirical tests of differential predictions among Maslow's theory, the simple frustration hypothesis, and E.R.G. theory were conducted by a questionnaire study with 110 employees at several job levels from a bank. The results tended to support E.R.G. theory more than Maslow's theory or the simple frustration hypothesis.
Highlights
► This paper explores the antecedents of work-life balance for employees as they progress through different career stages denoted by age. To date, research has failed to adequately explore how work-life balance issues develop over the course of an employee’s working life. As a consequence, much of the work-life balance policy and practice research examines WLB issues from a relatively static and unchanging perspective resulting in praxis which is undifferentiated. Such a ‘one size fits all’ approach to the design and development of work-life balance initiatives is not only costly but likely to be ineffective in terms of meeting the real needs of different categories of employees. This paper challenges the static approaches and instead seeks to examine if and how WLB is affected and shaped by different antecedents as they impact on differing career stages as defined by distinct age categorisations.
The research was carried out among a sample of 729 employees in 15 organisations (10 private sector and 5 public sector organisations) in the Republic of Ireland. Four career stages are considered with regard to both men and women irrespective of their parenting status. The findings suggest that factors which impact upon work-life balance differ marginally across various career stages thereby indicating that WLB is a concern for employees at all career stages and not the preserve of parents with young children only. These findings shed new light on our understanding of the antecedents of work-life balance and have particular implications for organisations who wish to foster a culture which values work-life balance across all career stages for all their employees.
Considers initiating structure (task) and consideration (relationships) as the 2 most important leadership dimensions in describing how a leader performs. The managerial grid has popularized the task and relationship dimensions of leadership. High ratings on both dimensions characterize effective or desirable leadership. Fiedler "concluded that both directive task-oriented leaders and non-directive, human relations-oriented leaders are successful under some conditions . . . . Korman . . . concluded that what is needed is a systematic conceptualization of situation variance as it might relate to leadership behavior . . . ." The life cycle theory of leadership postulates that as the group matures, appropriate leader behavior varies from high task and low consideration to both high to high consideration and low task to both low. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The decline in public confidence in American institutions has taken a particularly heavy toll on the civil service. In calling for a recommitment of Americans to the values associated with public service, political leaders assume that such motives can be translated into effective and efficient bureaucratic behavior. Evidence regarding the strength of public service motives, however, is limited. This article reviews different theories for public service motivation and identifies a typology of motives associated with public service that includes rational, norm-based, and affective motives. Three propositions are put forward that describe the behavioral implications of public service motivation. The authors conclude that past research offers, at best, a poor understanding of the way to stimulate individual behavior in public organizations, and they call for more empirical research and theory development pertaining to the motivational bases of public service.
This paper examines the relationship between workload, burnout and somatization in nurses. The respondents consisted of 1363 nurses employed in hospitals, which were undergoing extensive restructuring. Results of structural equation analyses showed that workload was positively related to emotional exhaustion. Emotional exhaustion led to cynicism and somatization, and cynicism was negatively related to nurses' professional efficacy. Implications of the results for nursing practice are discussed. Copyright © 2001 John Wiley & Sons, Ltd.
Using multi level and multi method data, we investigated the relationship between pay satisfaction and outcomes at the organizational level of analysis. Individual-level survey data on pay satisfaction (including satisfaction with pay level, satisfaction with pay structure, satisfaction with pay raises, and benefits) were collected from 6,394 public school teachers. Organizational-level outcome data, both survey and archival, were collected from the 117 public school districts employing these teachers. With respect to its influence on organizational outcomes, pay satisfaction was positively related to school district-level academic performance and negatively related to average teacher intention to quit. We also explored the relationship between district-level union satisfaction and pay satisfaction, which was found to be positive. We discuss implications of our findings for for-profit companies that are knowledge based and human capital intensive (e.g., the service sector) and address possible future directions for research on pay satisfaction.
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.
A model is proposed that specifies the conditions under which individuals will become internally motivated to perform effectively on their jobs. The model focuses on the interaction among three classes of variables: (a) the psychological states of employees that must be present for internally motivated work behavior to develop; (b) the characteristics of jobs that can create these psychological states; and (c) the attributes of individuals that determine how positively a person will respond to a complex and challenging job. The model was tested for 658 employees who work on 62 different jobs in seven organizations, and results support its validity. A number of special features of the model are discussed (including its use as a basis for the diagnosis of jobs and the evaluation of job redesign projects), and the model is compared to other theories of job design.