CEO变革型领导行为对中层管理者工作绩效和工作满意度的影响：组织支持知觉和价值观的作用

本文以社会交换的理论和价值观领导理论为基础,探讨了CEO变革型领导行为及其价值观对中层管理者工作绩效和工作满意度的跨层次影响以及影响的中介作用机制。研究结果表明,CEO变革型领导行为有助于提升中层管理者的工作绩效和工作满意度,而组织支持知觉则在其中起着部分中介的作用。同时,CEO价值观对CEO变革型领导行为与组织支持知觉之间的关系具有调节的作用。本文的研究成果有利于进一步完善变革型领导理论,对企业实践也有一定的启示意义。     

Psychological empowerment, job satisfaction and performance among Filipino service workers

The present study surveyed 954 employees and their supervisors to determine the relationship of empowerment with job satisfaction and performance in five different service sectors: hotels, food service, banking, call centers, and airlines. Psychological empowerment was positively correlated with both job satisfaction and performance. Although intrinsic motivation was associated with higher levels of empowerment and job satisfaction, contrary to hypothesis, intrinsic motivation did not moderate the relationship between empowerment and job satisfaction and performance. Men reported greater empowerment than women even when job level and performance were controlled for. Cross-industry analyses indicated differences in empowerment across different types of service sectors with employees in call centers reporting less empowerment compared to employees in hotel, airlines, food establishments, and banks.     

The value of job crafting for work engagement,task performance,and career satisfaction: longitudinal and quasi-experimental evidence

We examine how job crafting (i.e. seeking resources, seeking challenges, decreasing demands) increases the person-job fit of employees. In Study 1, we studied job crafting’s effects over time. 111 employees filled out a questionnaire at two time points with 6 months in between. We found that seeking resources behavior at Time 1 positively affected work engagement, task performance, and career satisfaction at Time 2. Decreasing demands at Time 1 negatively affected work engagement, task performance, and career satisfaction at Time 2. In Study 2, we tested a job crafting intervention using a quasi-experimental design (i.e., intervention group, N = 60, and a control group, N = 59). The intervention was successful, as participants in the intervention group increased seeking resources and decreasing demands behaviors. Furthermore, seeking resources behavior was the main driver of increased participants’ work engagement, task performance, and career satisfaction.     

Gritting their teeth to close the sale: the positive effect of salesperson grit on job satisfaction and performance

This research is the first to examine the effect of “grit” – defined here as perseverance in pursuit of long-term goals – on salesperson performance and job satisfaction in a business-to-business (B2B) sales context. While more commonly studied in the psychology and education literatures, grit has heretofore been underexplored in sales research, a notable omission given its importance in predicting performance outcomes across multiple domains. In response, we demonstrate that gritty salespeople perform better and enjoy greater job satisfaction than their less gritty counterparts. Moreover, we show that competitiveness and self-efficacy help to develop grit and reveal important moderating effects; grit is highest when salespeople are self-efficacious and socially astute. Moreover, the results also suggest that need for power attenuates the positive effect of grit on performance, revealing a potential “dark side” of grit. We then provide some future research ideas involving grit in an effort to encourage further exploration of this construct in sales research. Finally, we conclude by offering cautions to future researchers as they decide whether to examine this interesting construct in a sales context.     

Reliability of job satisfaction measures

In this paper, we evaluate consistency in answers to subjective questions about job satisfaction and explore the implications of any inconsistencies. We do this by analyzing a cross-country data set for 6 EU countries where respondents were posed the same question about overall job satisfaction twice within the same questionnaire. We find that, on a 0–10 point ordered utility scale, 80% either classify themselves identically or in the immediate adjacent and that the differences in classification are symmetric around zero. Furthermore, we find that highly satisfied workers report most consistently. When job satisfaction is used as an explanatory variable, we show how OLS-parameter estimates provide a lower bound and IV-estimates an upper bound of the true estimate – and that the bounds are fairly tight. When job satisfaction is used as dependent variable, we generally find high consistency when parameters are highly significant in both models, while less significant or insignificant parameter estimates may change considerably. This indicates that higher significance standards may be advisable in analyses with satisfaction measures as dependent variable compared to more traditional models that are not based on subjective data.     

Personality and job satisfaction: The role of narcissism

Narcissism has been studied in relation to leadership and productivity in the workplace. However, few studies have been conducted on how narcissism influences work attitudes. The first goal of this study is to measure the association between narcissism and the five factor model (FFM) of personality in an organizational sample. The second goal is to measure the influence of narcissism on job satisfaction when controlling for FFM traits. A total of 224 employees from a public organization have filled out self-rating measures of job satisfaction, FFM traits and a measure of narcissism. Results indicated that narcissism was positively correlated with FFM extraversion and openness to experience and negatively correlated with agreeableness. Narcissism had a significant influence on job satisfaction, even when controlling for FFM traits. We believe that these results stress the importance of better understanding the role of narcissism in employee attitudes in order to weigh the pros and cons of hiring or promoting narcissistic employees.     

The impact of role stress on workers' behaviour through job satisfaction and organizational commitment

Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well-being of workers and the functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. According to previous theory, role ambiguity and conflict decrease workers' performance and are positively related to the probability of workers leaving the organization. Job satisfaction refers to a positive evaluation of a job, while organizational commitment refers to an employee's attachment to the organization. The affective dimensions of organizational commitment and job satisfaction are considered to be important predictors of turnover intention, absenteeism, and job performance. In the literature, role conflict and ambiguity have been proposed as determining factors of workers' job satisfaction and their commitment towards the organization. The role of job satisfaction and organizational commitment were analysed as variables that should mediate between role ambiguity and conflict and employees' behaviour. The hypotheses were confirmed by means of path analysis carried out with data obtained from a sample of Spanish blue-collar workers employed by a bus company and a water supply company. Role stressors were negatively related to affective commitment mediated through job satisfaction. Affective commitment to the organization exerted a positive influence on performance and reduces the withdrawal behaviour analysed— intention to leave and absenteeism—although the strongest predictor of intention to leave was, in this study, job satisfaction.     

Emotional intelligence and job performance: The mediating role of work-family balance

In this study, we examine the dynamics between emotional intelligence, work-family balance, and job performance. A review of the literature to date has shown distinct relationships between emotional intelligence to job performance and work-family balance to job performance. We utilize a sample of 233 respondents to empirically test our set of hypotheses that contend work-family balance mediates the relationship between emotional intelligence and job performance. Our results support these hypotheses. Practical implications and directions for future research are discussed.     

领导非工作时间电子通信预期影响下属工作绩效的多路径模型

领导预期下属非工作时间随时保持联系、并且及时回复工作信息已成为当下数字经济时代中的职场新常态。文章基于资源保存理论, 构建领导非工作时间电子通信预期(After-hours electronic communication expectations, AECE)影响下属工作绩效的多路径模型。通过实验研究, 以及多时点、多来源的问卷调查研究, 结果发现：(1)在资源获益路径, 领导AECE会通过增强下属组织自尊, 提升工作绩效; (2)在资源损耗路径, 领导AECE会增加下属的压力感知; (3)在资源威胁路径, 领导AECE会引发下属的名声担忧, 进而降低工作绩效; (4)自我领导调节资源威胁路径, 即当下属自我领导水平较高时, 领导AECE通过名声担忧降低工作绩效的间接效应被削弱。整合的理论框架为解释领导AECE对下属工作绩效的复杂影响提供更全面的解释, 这不仅丰富了AECE相关文献, 拓展了资源保存理论在数字经济管理背景下的应用, 同时也为“随时待命”这一职场新常态提供管理实践启示。     

The influence of future time perspective on work engagement and job performance: the role of job crafting

This two-wave study aimed to examine future time perspective (FTP) as an antecedent of job crafting, and in turn job crafting as a mediator in associations between FTP and work outcomes. Based on the lifespan socio-emotional selectivity theory, we expected that open-ended and limited FTP would evoke different forms of job crafting, which in turn would be associated with changes in work engagement and job performance. In line with our expectations, we found that employees whose open-ended FTP increased over a 1-year time period also crafted more job resources and challenging job demands such that their job provided them with more opportunities for knowledge acquisition, which in turn resulted in increased levels of work engagement and job performance. However, contrary to our expectations, employees whose limited FTP increased over the 1-year time period did not proactively reduce their hindering job demands. Hence, although crafting fewer hindering job demands was directly related to decreased levels of work outcomes as expected, we found no indirect effect of changes in limited FTP on changes in work engagement and performance via changes in this job crafting behaviour. These findings have important implications for the literature on job crafting and FTP.     

Assessing the impact of organizational communication on job satisfaction and job performance

The present paper analyses the impact of organizational communication on job satisfaction and job performance. Data were collected from 380 employees working at different managerial levels in various organizations in India by using Organizational Communication Scale (Roberts & O’Reilly, 1974), Job Satisfaction Survey scale (Spector, 1985), and Job Performance scale (Rodwell, Kienzle & Shadur, 1998). It was found that organizational communication had a significant effect on job satisfaction and job performance of the employees. The analysis further indicated that the employees at different levels perceived job satisfaction differently. Thus, it can be inferred that in Indian organizations, job satisfaction and performance are very much dependent on the communication behavior of the organization.     

Employee achievement orientations and personality as predictors of job satisfaction facets

This paper examines the incremental value of achievement orientations (Mastery-Approach; Mastery-Avoid; Performance-Approach; Performance-Avoid), above Extraversion and Neuroticism, in predicting two different types of satisfaction outcomes; expectation-based-job-satisfaction (EX-JS) and satisfaction-with-one’s-own-job-performance (P-JS). Using structural equation modelling, data from 242 UK government body employees showed that only Extraversion shared a (positive) relationship with EX-JS. Whereas, the strongest relations with P-JS were found for Neuroticism and Mastery-Approach with both sharing positive relationships with this satisfaction outcome. Analyses indicated that Mastery-Approach accounted for unique variance in P-JS beyond Extraversion and Neuroticism. Findings show that there is scope for experiences of satisfaction at work to be traced to stable approach competence specific motivational tendencies.     

An experience-sampling measure of job satisfaction and its relationships with affectivity,mood at work,job beliefs,and general job satisfaction

In this article, we proposed an experience-sampling method of measuring job satisfaction, assessed the contributions of average levels of mood at work and job beliefs to the prediction of job satisfaction, and examined the role of mood in mediating the relationship between affectivity and job satisfaction. The study involved a three-phase multisource longitudinal design that included experience-sampling surveys in the second phase of the study. Results suggested that average levels of experience-sampled job satisfaction indicate the general attitudinal construct of job satisfaction. As expected, pleasant mood at work and beliefs about the job made independent contributions to the prediction of job satisfaction (as measured with an overall evaluation and with an experience-sampling measure). In support of our mediation hypotheses, pleasant mood mediated the affectivity?–?job satisfaction relationship and the mediating effect was much stronger when job satisfaction was assessed with the experience-sampling method.     

The interactive effect of job involvement and organizational commitment on job turnover revisited: a note on the mediating role of turnover intention

This study extends previous theoretical and empirical research on Blau and Boal's (1987) model of the interactive effect of job involvement and organizational commitment on employee withdrawal. Using longitudinal data from a survey among the nursing staff of a Swedish emergency hospital (N = 535) and register information on actual turnover, the results showed, in contrast to the statement of the original theoretical model, that turnover intention mediates the additive and multiplicative effects of job involvement and organizational commitment on actual turnover. The study suggests that the proposed involvement by commitment interaction is theoretically justified, and underscores the pertinence of investigating intermediate linkages in turnover research.     

Leadership style,salesperson's work effort and job performance: the influence of power distance

As multinational organizations increase operations in emerging economies, firms need to understand how cultural values prevailing in a host country can influence leadership practices developed and practiced in Western economies. This study explores the relationships among leadership styles and salespeople's attitudes and behaviours with data from salespeople in India with power distance measured at the individual level. Results suggest that for employees' instrumental leadership is more effective in promoting employee effort and increasing job performance. In addition, the relationship between satisfaction with supervisor and turnover intentions is weaker or insignificant, while the relationship between satisfaction with supervisor and effort is stronger for employees in higher power distance organizations. The study highlights cultural sensitivities that need to be considered in formulating an effective leadership style in emerging market contexts.     

心理契约、工作满意度与组织承诺关系

深入研究心理契约、工作满意度与组织承诺关系,将对组织变革中的人力资源管理具有重要理论和实践价值。本文首先回顾心理契约、工作满意度和组织承诺的概念,其次对心理契约、工作满意度和组织承诺之间的关系做一简单总结,最后提出对人力资源管理实践的启示。     

国外员工援助计划相关研究述评

员工援助计划（employee assistance programs, EAPs）是组织提供的,旨在帮助员工解决可能影响其工作表现和健康问题的多种策略的整合。在文献研究的基础上,该文系统介绍了员工援助计划的概念,并从起源、发展、内容、测量、执行模式及其与相关因素的关系等方面归纳了当前研究的进展,指出了研究存在的问题与研究的方向     

Predicting staff retention from employee motivation and job satisfaction

This study investigated the role of employee motivation and job satisfaction as predictors of staff retention in a foreign exchange bank. Participants were 341 employees of a South African foreign exchange bank division (female?=?62.8%; black?=?31.1%; managers?=?37%, mean years of experience?=?10 years). The employees completed the following self-report measures: Work Preference Inventory, Job Satisfaction Survey, and Employee Retention Questionnaire. Structural equation modelling was applied in the analysis to test the prediction effect of employee motivation and job satisfaction on staff retention. The findings of the model fit revealed that the model (employee motivation and employee job satisfaction) explained an estimated 46% of the variance in the employee retention construct. The job satisfaction construct in the model explained an estimated 66% of the variance in the employee retention construct; while the employee motivation construct explained only 8% of the variance. Organisational talent management should seek to identify employee motivation and job satisfaction interventions that might help to retain talented staff.