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1.
Cheng-Chen Lin Yueh-Tzu Kao Yuan-Ling Chen Szu-Chi Lu 《Journal of business and psychology》2016,31(3):399-414
Purpose
The purpose of this study was to develop and test a broaden-and-build model relating LMX to employees’ change-oriented behaviors (creative performance and taking charge) through the mediators of positive affect and psychological capital.Design/Methodology/Approach
Time-lagged, two-source data were collected from 248 participants and 40 direct leaders, which composed a heterogeneous sample of professional jobs from a three-wave data collection strategy. Mplus was employed to test the proposed hypotheses.Findings
We found that LMX predicts employees’ change-oriented behaviors through two sequential paths: (a) the positive affect mediates the relationship between LMX and employee psychological capital, and (b) psychological capital mediates the relationship between positive affect and employees’ creative performance and taking charge. Our results provide a logical explanation of the ‘broadening’ and ‘building’ mechanisms through which LMX enhances employees’ change-oriented behaviors.Implications
This study specifically suggests affective and psychological mechanisms by promoting the broadening and building phases that facilitate the transformation of individual perceptions of LMX, positive affect, and psychological capital in explaining employees’ creative performance and taking charge.Originality/Value
This study develops a broaden-and-build model of change-oriented behaviors and contributes to research on proactive behaviors in the context of leader-member relationships.2.
Chu-Hsiang Chang Christopher C. Rosen Gina M. Siemieniec Russell E. Johnson 《Journal of business and psychology》2012,27(4):395-406
Purpose
The purpose of the study was to examine the joint moderating effects of employees’ conscientiousness and self-monitoring on the relationship between perceptions of organizational politics and organizational citizenship behaviors.Design/Methodology/Approach
Data were collected from 139 subordinate–supervisor dyads through networks of business contacts and university alums of a university in the Midwest US.Findings
We found a significant three-way interaction between perceived politics, conscientiousness, and self-monitoring in predicting citizenship behaviors. High self-monitoring alleviated the negative effects of politics perceptions on the OCB of highly conscientious employees. Conversely, perceived politics was negatively related to the OCB of employees who reported having either low self-monitoring and high conscientiousness or high self-monitoring and low conscientiousness.Implications
Our results advance the theoretical understanding of the relationship between perceptions of organizational politics and citizenship behaviors by integrating the occupational stress perspective with social exchange theory within the socio-analytic framework. Evidence suggests that employees with certain combinations of traits (e.g., low self-monitoring and high conscientiousness or high self-monitoring and low conscientiousness) were particularly susceptible to the negative effects of perceived politics. This knowledge may help practitioners identify training needs or motivational strategies to help alleviate the negative effects of perceived politics on employee citizenship behaviors.Originality/Value
This study is one of the few that took a holistic person-oriented approach when examining the moderating effects of individual traits on the linkages between perceived politics and citizenship behaviors. In addition, we utilized supervisor ratings of citizenship behaviors to overcome concerns associated with common source bias. 相似文献3.
Kristin L. Cullen Bryan D. Edwards Wm. Camron Casper Kevin R. Gue 《Journal of business and psychology》2014,29(2):269-280
Purpose
The literature on organizational change has increasingly recognized that characteristics of change recipients influence their reactions to workplace change. Yet little is known about the influence of employees’ adaptability and change-related uncertainty on their interpretation of organizational actions. We examined these antecedents and the mediating role of perceived organizational support as explanations for employees’ job satisfaction and performance.Design/Methodology/Approach
A survey was administered to material handling employees from two organizations. Employees completed measures of individual adaptability, uncertainty experienced regarding changes in the workplace, support received from the organization, and job satisfaction. Performance data were collected from the records of one organization.Findings
Results from both samples support the role of perceived organizational support as a mediator of the relationship between employees’ adaptability and perceptions of change-related uncertainty and employees’ satisfaction and performance.Implications
Change is a frequent occurrence in today’s workplace; thus, improving employee satisfaction and performance requires the consideration of change-related perceptions and individuals’ dispositions relevant to change. The present study offers insights regarding how organizations may help improve perceptions of organizational support by reducing perceived uncertainty as well as identifying employees who may need assistance to adapt to workplace changes.Originality/Value
Despite practitioners’ expressed interest, there is scant research examining employees’ adaptability and change-related uncertainty. We provide the first evidence explaining how and why these variables impact important workplace outcomes and extend existing theory by identifying appraisals of the organization (and not the self) as a mechanism explaining stressor–strain relationships. 相似文献4.
Purpose
This study examines the moderating role of quality-competitive environment on the relationships between job autonomy and employees?? mental well-being and organizational commitment. It also investigates the mediating role of organizational commitment on the relationship between job autonomy and mental well-being.Design/Methodology/Approach
The proposed hypotheses were tested by hierarchical linear modeling using an archival dataset from the Workplace Employment Relations Survey, which was conducted in Great Britain in 2004 and 2005 (12,836 employees and 1,190 managers).Findings
This study found that quality-competitive environment moderated the relationships between job autonomy and mental well-being and between job autonomy and organizational commitment. That is, job autonomy was more strongly related to mental well-being and organizational commitment in more quality-competitive organizations. The results also indicated that this moderation was partially mediated by organizational commitment.Implications
Because job autonomy is related to employees?? mental well-being and organizational commitment, organizations need to provide their employees with job autonomy. More importantly, because these positive relationships are stronger in quality-competitive companies, organizations in a highly quality-competitive market in particular should provide their employees with more job autonomy.Originality/Value
This is one of the first studies that investigated the vertical fit between job autonomy and organizational contexts while focusing on individual employees?? outcomes (attitudes and mental well-being). The results were obtained by data from a nationally representative sample, allowing us to generalize the results. Additionally, since the dataset was collected from multiple sources, self-report and common-method biases are minimized. 相似文献5.
Purpose
This field study investigated the moderating influence of role definitions on the association between safety climate and employees’ organizational citizenship behavior (OCB).Design/Methodology
Data were obtained from 94 hospital nurse dyads. Focal nurses and their peers completed paper surveys. All predictor measures were self-reported; whereas the OCB ratings were provided by nurses’ peers.Findings
Nurses’ perceptions of job requirements regarding OCB (i.e., OCB-specific role definitions) moderated the relationship between psychological safety climate and peer-rated OCB. The correlation between psychological safety climate and OCB was significant when nurses’ role definitions were narrow but non-existent when role definitions were broad.Implications
This study links managerial commitment to safety to nurses’ pro-social behavior and identifies an important boundary condition.Originality-Value
The link between safety climate and safety compliance has been firmly established. We investigated a less well-researched association between safety and OCB and proposed a theoretical foundation for this positive association. 相似文献6.
Liu-Qin Yang Russell E. Johnson Xichao Zhang Paul E. Spector Shiyong Xu 《Journal of business and psychology》2013,28(2):189-202
Purpose
Following the job demands–resources model, this study investigated the role of self-identity, or how employees define themselves in relation to others, in the relations between interpersonal unfairness and counterproductive work behavior (CWB). Self-identity, an important self-regulatory and resource-related variable, was proposed to moderate the unfairness–CWB relations.Methodology
A sample of 361 Chinese airline industry employees completed measures of identity, interpersonal unfairness, and CWB directed at people or the organization. We conducted a series of moderated regression analyses to test the hypotheses.Findings
We found as expected relational identity (identity based on dyadic connection to another person) and collective identity (identity based on membership in a social group) buffered unfairness–CWB relations, such that positive relations were weaker when relational or collective identity was high (vs. low). Support was not found for the proposed moderation effect of individual identity (identity based on uniqueness from others) on unfairness–CWB relations. Supplementary relative weight analyses indicated that multiple identity levels and interactions between them accounted for considerable proportions of explained variance in CWB.Implications
These findings suggest that different levels of employee identity seem to play different roles in the interpersonal unfairness–CWB relations, and it is important to continue studying employee identity profiles in the context of predicting CWB occurrences.Originality/Value
This study not only advances our understanding of potential antecedents of CWB, but also underscores the importance of simultaneously studying all three levels of employee identity. 相似文献7.
Melvyn R. W. Hamstra Nico W. Van Yperen Barbara Wisse Kai Sassenberg 《Journal of business and psychology》2014,29(3):413-425
Purpose
Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.Design/Methodology/Approach
A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).Findings
Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.Implications
These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.Originality/Value
This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals. 相似文献8.
Amanuel G. Tekleab Karin A. Orvis M. Susan Taylor 《Journal of business and psychology》2013,28(3):361-374
Purpose
This study examines the issue of change in newcomers’ employer-based psychological contract obligations over time, viewing change as a potentially important determinant of perceived contract breach and subsequent employee attitudes and behaviors.Design/Methodology/Approach
Data were collected using a three-wave longitudinal design from newly hired faculty members (N = 106).Findings
Newcomers’ perceptions of employer-based relational obligations significantly decreased during their first year on the job. Newcomers reacted negatively to these changes, subsequently reporting increased contract breach and more negative work attitudes (i.e., increased turnover intentions and reduced job satisfaction and organizational loyalty).Implications
This study provides evidence of the negative effects of perceived changes to a newcomer’s psychological contract. Practitioners should implement interventions to ensure a realistic set of psychological contract obligations are developed from the start in order to minimize the likelihood that newcomers will modify these obligations downward; and, therefore, experience these negative attitudes toward the organization.Originality/Value
Drawing from the realistic job preview and socialization literatures, this study examines a topic that has received little empirical attention in the extant psychological contract research, yet has important implications to the management of employees’ psychological contracts. Using both a three-wave longitudinal field design and a more rigorous statistical analysis for assessing change (i.e., latent growth curve modeling), we add a unique contribution to the extant research by identifying the negative consequences of psychological contract change on newcomers’ subsequent work perceptions and attitudes. 相似文献9.
Purpose
Drawing from conservation of resources theory and affective events theory, this article examines the hitherto unexplored relationship between employees’ tenacity levels and problem-focused voice behavior, as well as how this relationship may be augmented when employees encounter adversity in relationships with peers or in the organizational climate in general.Design/Methodology/Approach
The study draws on quantitative data collected through a survey administered to employees and their supervisors in a large manufacturing organization.Findings
Tenacity increases the likelihood of speaking up about problem areas, and this relationship is strongest when peer relationships are characterized by low levels of goal congruence and trust (relational adversity) or when the organization does not support change (organizational adversity). The augmenting effect of organizational adversity on the usefulness of tenacity is particularly salient when it combines with high relational adversity, which underscores the critical role of tenacity for spurring problem-focused voice behavior when employees negatively appraise different facets of their work environment simultaneously.Implications
The results inform organizations that the allocation of personal energy to reporting organizational problems is perceived as particularly useful by employees when they encounter significant adversity in their work environments.Originality/Value
This study extends research on voice behavior by providing a better understanding of the likelihood that employees speak up about problem areas, according to their levels of tenacity, and explicating when this influence of tenacity tends to be more prominent.10.
Nanette L. Yragui Caitlin A. Demsky Leslie B. Hammer Sarah Van Dyck Moni B. Neradilek 《Journal of business and psychology》2017,32(2):179-196
Purpose
The present study examined the moderating effects of family-supportive supervisor behaviors (FSSB) on the relationship between two types of workplace aggression (i.e., patient-initiated physical aggression and coworker-initiated psychological aggression) and employee well-being and work outcomes.Methodology
Data were obtained from a field sample of 417 healthcare workers in two psychiatric hospitals. Hypotheses were tested using moderated multiple regression analyses.Findings
Psychiatric care providers’ perceptions of FSSB moderated the relationship between patient-initiated physical aggression and physical symptoms, exhaustion and cynicism. In addition, FSSB moderated the relationship between coworker-initiated psychological aggression and physical symptoms and turnover intentions.Implications
Based on our findings, family-supportive supervision is a plausible boundary condition for the relationship between workplace aggression and well-being and work outcomes. This study suggests that, in addition to directly addressing aggression prevention and reduction, family-supportive supervision is a trainable resource that healthcare organizations should facilitate to improve employee work and well-being in settings with high workplace aggression.Originality
This is the first study to examine the role of FSSB in influencing the relationship between two forms of workplace aggression: patient-initiated physical and coworker-initiated psychological aggression and employee outcomes.11.
Michel Tremblay 《Journal of business and psychology》2017,32(4):363-378
Purpose
This study examines the cross-level influence of positive and offensive leader humor climates on employee inclusion and citizenship behaviors, and the moderating effect of trust in such relationships.Design/Methodology/Approach
We collected data from a sample of 225 respondents nested within 23 teams from a Canadian financial organization. A multilevel confirmatory analysis was used to provide evidence that variables of this study are distinct and a HLM analysis to test the hypotheses.Findings
We find that employees’ perception of inclusion is influenced much more by an offensive humor climate than by a positive one. The results also suggest that the perception of inclusion plays a significant intermediary role in the influence of humor climates on citizenship behavior. Finally, trust in leaders acts as an important contingent condition in the effectiveness of a humor climate.Implications
Use of humor does not always pay. Offensive humor by supervisor is a risky strategy that may undermine the beneficial effects of positive humor climate, increase employee exclusion and weaker individual performance.Originality/Value
Our study shows the utility of using micro- and macro-approaches, and more specifically, the relevance of adopting an integrative multilevel view of the effect of a humor environment in predicting individual inclusion and citizenship behaviors.12.
Nicolas Gillet Evelyne Fouquereau Jacques Forest Paul Brunault Philippe Colombat 《Journal of business and psychology》2012,27(4):437-450
Purpose
The purpose of the present research was to examine the relationships between perceived organizational support, perceptions of supervisor’s interpersonal style, psychological need satisfaction and need thwarting, and hedonic and eudaemonic well-being.Design/Methodology/Approach
In Study 1 (n?=?468), we tested a model in which workers’ perceived organizational support and their perceptions of their supervisor autonomy support independently predicted satisfaction of the workers’ needs for autonomy, competence, and relatedness, which in turn predicted aspects of hedonic and eudaemonic well-being. In Study 2 (n?=?650), workers’ perceptions of supervisor controlling behaviors and need thwarting were added to the hypothesized model tested in Study 1. Scales of work satisfaction and positive affect were used to assess hedonic well-being, and a scale of psychological well-being was used to assess eudaemonic well-being.Findings
Perceived organizational support and supervisors’ interpersonal style related to basic need satisfaction (Studies 1 and 2) and need thwarting (Study 2). In turn, need satisfaction predicted higher levels of hedonic and eudaemonic well-being, while need thwarting was negatively associated with hedonic and eudaemonic well-being.Implications
The present results underscore the importance of understanding the mechanisms through which organizations and managers related to workers’ hedonic and eudaemonic well-being.Originality/Value
This is the first research to provide evidence for the mediating role of need satisfaction and need thwarting in the relationships between perceived organizational support, perceptions of supervisor’s interpersonal style, and hedonic and eudaemonic well-being. The present results were obtained in two samples of employees from various small to large companies. 相似文献13.
Malissa A. Clark Jesse S. Michel Rebecca J. Early Boris B. Baltes 《Journal of business and psychology》2014,29(4):617-638
Purpose
Both individuals and organizations benefit when workers can effectively cope with stressors in the work and family domains. This study takes an inductive approach to the development of a work stressor coping scale and a family stressor coping scale.Design/Methodology/Approach
In phase one, a comprehensive list of coping strategies was generated through a multi-step content analysis of qualitative interviews. In phase two, the content validity of the work stressor and family stressor coping strategy scales was established using data from three samples; and in phase three, convergent, discriminant, and criterion-related validity evidence were obtained using data from two samples.Findings
A multi-step content analysis of qualitative interview data was used to develop a list of 365 coping strategy statements (182 work and 183 family) representing 11 work and 14 family stressor coping strategies. Multiple samples were used to reduce the number of scale items, and establish evidence for the scales’ content, construct, and criterion-related validity. The final work stressor coping scale consisted of 36 items assessing 12 different strategies, and the final family stressor coping scale consisted of 45 items assessing 15 different strategies.Implications
Findings from the present study suggest that individuals may use a wider variety of strategies to cope with work stressors and family stressors than previously thought, and these strategies may be differentially effective depending on the stressor domain (i.e., work or family) and outcome (e.g., work-to-family conflict vs. family-to-work conflict).Originality/Value
The inductive nature of our study resulted in a comprehensive and domain-specific scales assessing how individuals cope with work stressors and family stressors. 相似文献14.
Jocelyn Wiltshire Joshua S. Bourdage Kibeom Lee 《Journal of business and psychology》2014,29(2):235-251
Purpose
The present study sought to examine whether a personality dimension named Honesty-Humility influences the relationship between employees’ perceptions of organizational politics (POP) and workplace outcomes, both attitudinal and behavioral.Design/Methodology/Approach
Data were collected online and cross-nationally from 268 full-time employees from various organizations and occupational backgrounds.Findings
Results indicate that the adverse effect of POP in the workplace is exacerbated for employees who are lower (rather than higher) in Honesty-Humility. Specifically, when perceiving their workplace as political, low Honesty-Humility individuals were more likely to engage in counterproductive work behavior and impression management behavior and to experience greater job stress and decreased job satisfaction.Implications
Examining the role of individual differences in POP helps to advance our understanding of the mechanisms that employees use to interpret and react within a perceived politically charged workplace. This study provides further evidence of the deleterious effects of POP in the workplace, especially among low Honesty-Humility individuals. Practical implications of this research focus on reducing the likelihood of hiring low Honesty-Humility individuals as well as on reducing the opportunity for undesirable behaviors among currently employed individuals.Originality/Value
There is a paucity of research exploring the possibility that individuals may react differently from one another to POP within their workplace and, in turn, experience varying outcomes. The present study helps to fill this gap in the literature by providing novel insights as to the role of personality in predicting perceptions of, and reactions to, organizational politics. 相似文献15.
Purpose
The purpose of this study was to extend the personality and work-related outcomes literature by examining: (1) the effects of narcissism on job satisfaction, organizational commitment, and counterproductive work behaviors and (2) the moderating effects of dispositional aggression on the narcissism–counterproductive work behaviors relationship.Design/Methodology/Approach
Multi-wave data were collected from 381 workers employed in a variety of work settings within the United States.Findings
Narcissism had consistent main effects on job satisfaction, organizational commitment, and counterproductive work behaviors after controlling for the personality characteristics agreeableness, conscientiousness, neuroticism, and aggression. Aggression moderated the relationship between narcissism and counterproductive work behaviors, such that the positive relationship between narcissism and counterproductive work behaviors was stronger when dispositional aggression was high.Implications
This study provides greater clarity regarding the role of narcissism within job attitudes and behaviors, shows that dispositional aggression strengthens or amplifies the narcissistic response for counterproductive work behaviors, and provides a platform to further explore narcissism and aggression within the workplace.Originality/Value
This study found that narcissism consistently predicted unique variance in work-related criteria after the effects of agreeableness, conscientiousness, neuroticism, and aggression were controlled. It also found evidence that aggression moderates the effects of narcissism on counterproductive work behaviors. This study is the first to directly examine these effects. 相似文献16.
Sheila Simsarian Webber Stephanie C. Payne Aaron B. Taylor 《Journal of business and psychology》2012,27(2):193-203
Purpose
The purpose of this study was to determine the extent to which cognitive and affective trust mediate the service provider personality?Cservice quality relationship, controlling for customer personality.Design/Methodology/Approach
Hypotheses were tested using a matched sample of 249 customer-service provider dyads.Results
Service provider service orientation incrementally predicted customer cognitive trust in the service provider above and beyond customer agreeableness, which related significantly to affective and cognitive trust. Analyses further revealed that cognitive trust mediated the service provider service orientation?Cservice quality relationship.Implications
Hiring service-oriented front-line employees may facilitate customer cognitive trust which in turn relates to service quality. In addition, training front-line employees to identify agreeable customers may facilitate the quick development of trusting relationships.Originality/Value
This is the first study to simultaneously examine the impact of both the customer and the service provider personalities on customer trust and service quality in long-term relationships. Results demonstrated the role of cognitive trust as a mediator of the relationship between service orientation and service quality. 相似文献17.
Dana McDaniel Sumpter Cristina B. Gibson Christine Porath 《Journal of business and psychology》2017,32(2):131-145
Purpose
The purpose of this research is to investigate how organizations can best facilitate an empowered workforce that makes autonomous decisions and acts expediently, which the literature on high performing organizations posits will increase the likelihood of sustained performance and retaining competitive advantages. We introduce a novel mechanism for encouraging such behaviors and pursuant outcomes: vicarious learning from a supervisor who demonstrates autonomy and expediency.Design/Methodology/Approach
We drew experimental data from a sample of participants who underwent a managerial simulation, and used these data to investigate relationships between the vicarious learning of empowered behaviors and individual task performance (n = 100).Findings
Results indicate that when supervisors behave with autonomy and expediency this both increases the extent to which individuals behave similarly, and is associated with enhanced individual performance. Further, we find that expedient behavior fully mediates the relationship between empowered supervisor behavior and performance.Implications
Findings show that supervisors need not necessarily engage directly in empowering others. Rather, by modeling behaviors, supervisors can craft a context where employees may act with autonomy and efficiency. This provides an opportunity for empowerment that is both actionable and cost-effective.Originality/Value
This is the first study to consider empowerment as a managerial phenomenon that can be vicariously learned, integrating theories of social learning and empowerment, and extending existing empowerment constructs (including psychological and structural) to develop an indirect, yet potent means of encouraging empowered behavior.18.
Abdul Karim Khan Samina Quratulain Jonathan R. Crawshaw 《Journal of business and psychology》2013,28(1):49-61
Purpose
Our study explores the mediating role of discrete emotions in the relationships between employee perceptions of distributive and procedural injustice, regarding an annual salary raise, and counterproductive work behaviors (CWBs).Design/Methodology/Approach
Survey data were provided by 508 individuals from telecom and IT companies in Pakistan. Confirmatory factor analysis, structural equation modeling, and bootstrapping were used to test our hypothesized model.Findings
We found a good fit between the data and our tested model. As predicted, anger (and not sadness) was positively related to aggressive CWBs (abuse against others and production deviance) and fully mediated the relationship between perceived distributive injustice and these CWBs. Against predictions, however, neither sadness nor anger was significantly related to employee withdrawal.Implications
Our findings provide organizations with an insight into the emotional consequences of unfair HR policies, and the potential implications for CWBs. Such knowledge may help employers to develop training and counseling interventions that support the effective management of emotions at work. Our findings are particularly salient for national and multinational organizations in Pakistan.Originality/Value
This is one of the first studies to provide empirical support for the relationships between in/justice, discrete emotions and CWBs in a non-Western (Pakistani) context. Our study also provides new evidence for the differential effects of outward/inward emotions on aggressive/passive CWBs. 相似文献19.
Marcus J. Fila Lisa S. Paik Rodger W. Griffeth David Allen 《Journal of business and psychology》2014,29(4):639-649
Purpose
Our purpose was to inductively examine how employees’ perceptions of stressor and resource work characteristics relate to nine distinct facets of job satisfaction, in accordance with the demand–control (–support) [JDC(S)] theory. Job satisfaction is a multidimensional construct composed of various facets that differ greatly from one other. However, most stress studies have examined job satisfaction at the global level. This may be problematic for managers looking to redesign the workplace to increase employee job satisfaction based on established recommendations from previous research.Design/Methodology/Approach
Data were obtained from employees of a public sector human services organization that provides services to protect children from neglect and other forms of abuse (n = 343). A series of t tests for dependent correlations determined facet-level differences in satisfaction with demand and resource work characteristics.Findings
We found different patterns of correlations across facets for all seven demand, control, and support workplace characteristics.Implications
Those re-balancing types of demands, control, and support for workplace redesign should not presume consistent effects on all aspects of satisfaction with work. By doing so, expected positive outcomes may fail to materialize, perhaps to the detriment of workplace redesign as a whole in the minds of management. A more detailed approach to workplace redesign is recommended.Originality/Value
This is the first study which adopts the JDC(S) framework to examine job satisfaction at the facet level. Our findings shed new light on how workplace characteristics relate to different aspects of satisfaction. 相似文献20.