The role of personal work goals in newcomers' job satisfaction and organizational commitment: a longitudinal analysis

This study examined the importance of 3 characteristics of personal work goals (i.e., commitment, attainability, and progress) in accounting for changes in newcomers' affective job attitudes (i.e., job satisfaction and organizational commitment) during the 1st months of employment. Twenty weeks after organizational entry, 81 newcomers provided a list of their personal work goals. Goal attributes and job attitudes were assessed at 3 testing periods covering 8 months. Goal commitment was found to moderate the extent to which differences in the attainability of personal goals at the workplace accounted for changes in job satisfaction and organizational commitment. Goal progress mediated the interactive effect of goal commitment and attainability on newcomers' job attitudes. Findings are discussed with respect to their relevance for proactive approaches to organizational socialization.     

An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes

A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfaction. The meaning dimension also mediated the relation between job characteristics and organizational commitment. Contrary to prediction, empowerment did not mediate relations between LMX, TMX, and the outcome variables. Rather, LMX and TMX were directly related to organizational commitment. In addition, TMX was directly related to job performance. These findings suggest that work satisfaction is explained largely by job characteristics (through empowerment) but that LMX and TMX combine with job characteristics and empowerment to explain variation in organizational commitment and job performance.     

Job Satisfaction,Organizational Commitment,and Religious Commitment of Full-Time University Employees

This study investigated the relationship of job satisfaction and organizational and religious commitment among full time workers at Akra University (a pseudonym) based on a number of demographic factors. Analysis of variance using the Games-Howell procedure revealed that workers who were older than age 46 years had higher job satisfaction and organizational and religious commitment than younger employees. It was also noted that workers holding doctoral degrees had higher levels of job satisfaction and religious commitment than individuals with a high school diploma only. It was evident that the longer employees stayed at this institution, the higher the levels of organizational commitment and extrinsic job satisfaction, and administrators and sector managers had higher levels of intrinsic job satisfaction and religious commitment than those in other occupational areas.     

Cross‐level,three‐way interactions among work‐group climate,gender, and frequency of harassment on morale and withdrawal outcomes of sexual harassment

We examined the effects of gender and work‐groups' perceptions of climate for sexual harassment on the relationship between individuals' sexual harassment experiences and job‐related outcomes (namely, job satisfaction, affective organizational commitment, work withdrawal, and job withdrawal). Drawing from a variety of theories, we proposed that a beneficial climate would buffer men from negative outcomes, but would intensify negative outcomes for women. Significant three‐way interactions were found for job satisfaction, affective organizational commitment, and job withdrawal. Results indicated that beneficial work‐group climate perceptions buffered men from decrements in job satisfaction and work withdrawal, but intensified decrements in all three outcomes for women. Implications for research and practice are discussed.     

Does Positive Wellbeing Predict Job Performance Three Months Later?

The present study examines the relationship between wellbeing and work performance in a twotime model. The model was based on the happy-productive worker hypothesis. Labour wellbeing (Time 1, T1) was measured with three constructs: job satisfaction, personal satisfaction, and organizational commitment, and showed good one dimensional adjustment in the second-order confirmatory factor analysis performed. We use a stratified sampling strategy, controlling for sex, age and whether workers were employed in the public or private sector. Of the 235 employees analysed in T1, 205 responded in Time 2 (T2). Results obtained through SEM analysis establish a positive and significant relationship between positive wellbeing and job performance. Likewise, job satisfaction and organizational commitment were the variable that most influenced the unidimensional welfare construct (0.902, p < 0.001 and 0.750, p < 0.001, respectively). Personal satisfaction showed a lower value (0.234, p < 0.01), and was the only one of the three variables that was context-free level. The article looks at the theoretical and professional implications of the results.

     

变革型领导与员工工作态度：心理授权的中介作用

研究的主要目的是考察变革型领导与员工满意度、组织承诺之间的关系,以及变革型领导的作用机制,即变革型领导是否会通过心理授权影响员工工作态度。利用14家企业744份调查问卷的结果,采用结构方程模型技术对变革型领导、心理授权、员工满意度、组织承诺之间的关系进行了交叉验证分析。结果表明,愿景激励与德行垂范对组织承诺与员工满意度有显著的影响,而领导魅力与个性化关怀只对员工满意度有显著的影响;心理授权对变革型领导与员工工作态度的关系具有一定的中介作用,愿景激励与德行垂范通过工作意义影响员工满意度与组织承诺;愿景激励通过自我效能影响组织承诺     

授权的测量及其与员工工作态度的关系

首先，对Spreitzer的授权量表在中国文化背景下的适用性进行了检验，3家企业395份调查问卷的探索性因素分析和内部一致性分析表明，授权量表具有较好的效度和信度；20家企业942份调查问卷的验证性因素分析和内部一致性分析进一步验证了授权量表的效度和信度，这表明Spreitzer的授权四维模型在中国得到了验证，其编制的授权量表在中国具有较强的适用性。然后，利用20家企业942份调查问卷的结果，采用结构方程模型技术对授权与员工满意度、组织承诺、离职意向与工作倦怠等员工工作态度变量之间的关系进行了交叉验证分析，结果表明，工作意义对员工满意度与组织承诺有正向的影响，对离职意向与工作倦怠有负向的影响；自主性对员工满意度与组织承诺有正向的影响；自我效能对组织承诺有正向的影响     

Mobbing: its relationships with organizational culture and personal outcomes

A study dealing with the effects of both organizational culture and mobbing on personal and organizational outcomes of a sample of Spanish emergency workers, is reported here. It was found that there is a strong impact of organizational culture dimensions on mobbing, and that mobbing affects job satisfaction, organizational commitment and organizational citizenship behaviour. Results concerning organizational commitment show that this variable is not a mere effect of mobbing in general, but rather that it is also a direct impact of culture on this outcome.     

Employer Treatment of Employees During a Community Crisis: The Role of Procedural and Distributive Justice

This study applies organizational justice principles to human resource decisions made during a crisis situation. Three-hundred and sixty-six working individuals of ice storm affected households responded to a telephone survey that included measures of interactional, procedural and distributive justice, organizational commitment and job satisfaction. Confirmatory Factor Analysis suggested collapsing the interactional and procedural justice measures into one measure of procedural treatment. Overall, there was considerable support for the relevance of procedural justice and its interaction with distributive justice in predicting the work attitudes of employee following a disaster. Multiple regression analyses revealed that perceptions of procedural justice most strongly predicted job satisfaction and organizational commitment. Consistent with existing theory, an interaction between distributive and procedural was found to predict job satisfaction. The predicted interaction was not detected for organizational commitment.We would like to acknowledge the capable research assistance of Paula Warnholtz and the financial assistance from the Senate Research Committee at Bishop’s University.     

The impact of job insecurity and contract type on attitudes,well‐being and behavioural reports: A psychological contract perspective

Research on the impact of job insecurity for temporary employees has been largely exploratory and atheoretical in nature. This paper addresses this issue by considering the role of job insecurity on job satisfaction, organizational commitment, life satisfaction, and self‐rated performance among permanent employees (N = 396) as compared with temporary ones (N = 148). Hypotheses are formulated using the tradition of transactional versus relational psychological contract types. Psychological contract theory assumes (1) that job insecurity effects are due to a violation of the relational psychological contract, and (2) that permanents as compared with temporaries engage more in relational psychological contracting. As a result, job insecurity is expected to be problematic in terms of outcomes for permanents, but not for temporaries. Results validate the assumptions made in psychological contract theory. Furthermore, job insecurity proved problematic for permanents but not for temporaries when job satisfaction and organizational commitment are concerned. No such differential effects are observed for life satisfaction and self‐rated performance. Implications for future research are discussed.     

Organizational Politics,Perceived Control,and Work Outcomes: Boundary Conditions on the Effects of Politics1

This investigation examined the moderating influences of perceived control (i. e., personal control and job self‐efficacy) on relationships between perceptions of organizational politics and organizational commitment, job satisfaction, intention to turnover, and job stress. Although results failed to support predictions concerning the interaction of perceptions of organizational politics and personal control, some support was found for predictions concerning the interactive influence of perceptions of organizational politics and job self‐efficacy on outcomes. Data from 189 hotel managers supported the hypothesized interactive effects of perceptions of organizational politics and job self‐efficacy for the outcomes of organizational commitment and job satisfaction. These results suggest that job self‐efficacy exacerbates the relationship between perceived politics and certain dysfunctional attitudes.     

职业生涯高原对员工工作满意度、组织承诺、离职意愿的影响

职业生涯高原是指个体在当前组织中职业生涯发展的停滞。在控制人口统计学变量以及同一方法偏差的基础上,研究发现职业生涯高原的不同维度对不同组织效果变量有不同影响。（1）层级高原对员工工作满意度和组织承诺并没有显著负向影响,但会增加员工离职的可能性。不过,层级高原对员工离职意愿的影响受到工龄的调节;（2）内容高原对员工的工作满意度、组织承诺均具有显著负向影响,并增加员工离开组织的可能性;（3）中心化高原对员工的工作满意度、组织承诺均具负向影响,但对员工离职意愿却没有显著影响     

Career Commitment: A Reexamination and an Extension

Compared to the other forms of work commitment, there is a paucity of research on career commitment. In this article, the authors seek to address this relative gap in the literature by building on previous research on the correlates and antecedents of career commitment and adding “new” variables to the framework. More specifically, they investigate the effects of a few previously studied factors such as job involvement, organizational commitment, and job satisfaction, and they add two more individual factors (need for achievement and work ethic) as well as some situational variables (organizational uncertainty/fear of job loss and job fit) that, to the best of their knowledge, have not been investigated in previous research. Furthermore, they examine the effects of extra-work variables (family involvement and number of dependents) on career commitment. Finally, they control for a number of key demographic variables. The authors find considerable support for the hypotheses that job involvement, organizational commitment, and job satisfaction are positively related to career commitment and find some support for a similar effect for need for achievement and work ethic. Furthermore, as predicted, fear of losing one's job was negatively related to career commitment, whereas “job fit” was positively related. The extra-work variables did not have any significant effects on career commitment. The implications for theory and practice are discussed.     

A work commitment typology of sales representatives in the college textbook industry

The paper presents the results of an empirical study designed to develop a work commitment typology of sales representatives based on the combination of scores for job involvement and organizational commitment. Four types are identified and profiled: the totally involved, the organizational prone, the job prone, and the unattached. A multiple discriminant analysis suggests the sales representative's view of work-related characteristics to be more useful than personal characteristics in predicting work commitment type. Strategies for influencing the predominant types are provided.     

The Effects of Equal Opportunity Fairness Attitudes on Job Satisfaction,Organizational Commitment,and Perceived Work Group Efficacy

We examined a causal model relating military respondents’ attitudes toward equal opportunity (EO)-related fairness to job satisfaction, organization commitment, and perceptions of work group efficacy. A distinction between EO fairness at the work group and organizational levels was made. Respondents’ perceptions of organizational EO-related fairness were hypothesized to influence perceptions of work group EO fairness. Respondents’ perceptions of work group EO fairness were in turn hypothesized to influence their organizational commitment, job satisfaction, and perceived work group efficacy. Structural equation modeling with a measurement model sample and two random samples each consisting of 5,000 observations provided support for these hypothesized paths. As a part of the investigation, we also examined and found support for causal linkages between perceived work group efficacy, job satisfaction, and organizational commitment. The practical and theoretical importance of the findings for the U.S. military, particularly with regard to issues of retention and training, are discussed.     

Why does mentoring work? The role of perceived organizational support

The authors examined the mediating role of perceived organizational support in the relationship between mentoring support received and work attitudes. Perceived organizational support partly mediated the relationship between specific types of mentoring support and job satisfaction and affective organizational commitment. Specifically, sponsorship, exposure and visibility, and role modeling appear to be related to job satisfaction and organizational commitment through perceived organizational support. Perceived organizational support did not appear to mediate the relationship between other specific forms of mentoring support and job satisfaction and organizational commitment.     

Supervisor Support for Employee Performance in Australia: Mediating Role of Work‐Life Balance,Job, and Life Attitude

Drawing on the job‐demands resources model, we investigated the relationship between supervisor support and employee performance and the mediating effects of work‐life balance (WLB), job and life satisfaction, and organizational commitment in a sample of 305 financial‐sector employees in Sydney, Australia. Results reveal that supervisor support is positively related to employee performance, WLB, job and life satisfaction, and organizational commitment. In turn, WLB, job and life satisfaction, and organizational commitment are positively linked to employee performance. The findings indicate a significant mediation between supervisor support and employee performance only through WLB and organizational commitment. Implications for theory and practice are discussed.     

JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META-ANALYTIC FINDINGS

Cross-study differences in the contributions of work attitudes to the turnover process led us to (a) estimate the six relations among job satisfaction, organizational commitment, turnover intention/withdrawal cognitions, and turnover using meta-analysis; (b) assess the effects of several psychometric moderators on those relations; and (c) compare the influences of satisfaction and commitment in the turnover process by applying path analysis to the meta-analytic correlations. Based on aggregations involving a total of 178 independent samples from 155 studies, results showed that (a) satisfaction and commitment each contribute independently to the prediction of intention/cognitions; (b) intention/cognitions are predicted more strongly by satisfaction than by commitment; (c) intention/cognitions mediate nearly all of the attitu-dinal linkage with turnover; and (d) attitudinal contributions to the turnover process vary with the use of single- versus multi-item scales, the 9- versus 15-item version of the Organizational Commitment Questionnaire, and turnover intention versus withdrawal cognition scales.     

Contributions of a supportive work environment to parents' well-being and orientation to work

Examined the joint and unique contributions of informal social support in the workplace and formal, family-responsive benefits and policies provided by employers to the job-related attitudes and personal well-being of employed parents with a young child. Eighty married men, 169 married women, and 72 single women with a preschool child completed a survey concerning social support from co-workers and supervisor, utilization of family-responsive benefits and policies, readiness to leave the employer for additional benefits, job satisfaction, organizational commitment, role strain, and health symptoms. Among the findings: (a) Fathers and mothers expressed equal levels of job satisfaction and organizational commitment, but mothers reported more role strain and health symptoms; (b) nearly 48% of married women's organizational commitment was accounted for by measures of support in the workplace; (c) informal social support at work was significantly more important to men's well-being than that of women; and (d) formal, family-responsive policies appeared more consequential for the prediction of women's role strain, perhaps because of women's greater responsibility for adjusting work life to meet the demands of family roles.