Antecedents and consequences of work-family enrichment among Indian managers

The present study identifies core self-evaluations, family support, supervisor support and job characteristics as the antecedents of work-to-family enrichment and family satisfaction, job satisfaction, affective commitment and organizational citizenship behavior (OCB) as its outcomes. The participants (n= 245) were employees from four organizations in India from manufacturing and information technology sectors. The results show that job characteristics and supervisor support were the predictors of work-to-family enrichment and core self-evaluations, family support and supervisor support emerged as the predictors of family-to-work enrichment. On outcomes, work-to-family enrichment are the predicator of job satisfaction, affective commitment and OCB and family-to-work enrichment as the predictor of family satisfaction, job satisfaction, affective commitment and OCB. The implications of the findings are discussed.     

Personality and job satisfaction: the mediating role of job characteristics

This study tested a model of the relationship between core self-evaluations, intrinsic job characteristics, and job satisfaction. Core self-evaluations was assumed to be a broad personality concept manifested in 4 specific traits: self-esteem, generalized self-efficacy, locus of control, and low neuroticism. The model hypothesized that both subjective (perceived) job characteristics and job complexity mediate the relationship between core self-evaluations and job satisfaction. Two studies were conducted to test the model. Results from Study 1 supported the hypothesized model but also suggested that alternative models fit the data well. Results from Study 2 revealed that core self-evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood. Furthermore, in Study 2 job complexity mediated part of the relationship between both assessments of core self-evaluations and job satisfaction.     

工作绩效与工作满意度、组织承诺和目标定向的关系

在全面回顾工作绩效及其影响因素的基础上,通过关键事件方法和问卷调查方法,对来自全国的1066位雇员进行了施测,运用AMOS软件,对工作绩效结构进行验证性因素分析,并对文中提出的假设进行了检验。之后,提出并验证了影响员工工作绩效的态度因素及整合模型。研究结果显示：工作满意度、组织承诺和目标定向对工作绩效的各个子维度的影响是不一致的。工作满意度越高,员工的工作绩效越好;另一方面,组织承诺和目标定向对雇员工作绩效各个子维度的影响不一致。文章最后对全文进行了总结,并对后续研究给出了建议     

普通高校辅导员的职业认同与工作满意度的关系

研究探讨了普通高校辅导员的工作压力、核心自我评价、职业认同和工作满意度的关系。研究发现:(1)辅导员的工作压力、职业认同和工作满意度与专业教师存在差异;(2)工作压力、核心自我评价、职业认同影响着辅导员的工作满意度;(3)核心自我评价调节着工作压力和职业认同的关系;工作压力经由职业认同影响着工作满意度,且这一中介效应受到核心自我评价的调节作用。     

Antecedents and consequences of the frequency of upward and downward social comparisons at work

The current paper examines the dispositional and situational antecedents, as well as the attitudinal and behavioral consequences, of the frequency of upward and downward social comparisons. We predicted social comparison frequency would be influenced by uncertainty-related antecedents, and that social comparisons in organizations would be characterized by contrast, not assimilation, effects. A large and occupationally diverse sample of 991 employed adults was surveyed at three separate points in time over a 12–16 week period. Our results, based on structural equation modeling, indicated that (a) role ambiguity, task autonomy, and core self-evaluations were significant predictors of upward social comparison, (b) upward social comparison was significantly negatively related to job satisfaction and affective commitment, (c) downward social comparison was significantly positively related to job satisfaction and affective commitment, and (d) upward and downward social comparisons had significant positive and negative indirect effects on the frequency of job search behaviors, respectively. The findings are discussed in terms of their general implications for understanding the importance of directional social comparison processes in organizational settings.     

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。     

Calling and work-related outcomes: Career commitment as a mediator

The current study tested the hypothesis that experiencing a calling to a particular career would relate positively to work-related outcomes, and that these relations would be mediated by career commitment. Using a sample of 370 employees representing diverse occupations at a Western research university, results supported these hypotheses as calling moderately correlated with career commitment, job satisfaction, and organizational commitment and weakly correlated with withdrawal intentions. Career commitment was found to fully mediate the calling–job satisfaction relation, partially mediate the calling–organizational commitment relation, and act as a suppressor in the relation between calling and withdrawal intentions; calling was associated with somewhat greater withdrawal intentions once a person's level of career commitment was taken into consideration. These results suggest that career commitment may represent a critical link between calling and work-related well-being. Implications for research and practice are explored.     

Is the job satisfaction-job performance relationship spurious? A meta-analytic examination

The job satisfaction-job performance relationship has attracted much attention throughout the history of industrial and organizational psychology. Many researchers and most lay people believe that a causal relationship exists between satisfaction and performance. In the current study, however, analyses using meta-analytic data suggested that the satisfaction-performance relationship is largely spurious. More specifically, the satisfaction-performance relationship was partially eliminated after controlling for either general personality traits (e.g., Five Factor Model traits and core self-evaluations) or for work locus of control and was almost completely eliminated after controlling for organization-based self-esteem. The practical and theoretical implications of these findings are discussed.     

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.     

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.     

Do Social Stressors Impact Everyone Equally? An Examination of the Moderating Impact of Core Self-evaluations

Purpose  The purpose of this study was to investigate the relationships between social stressors and the outcomes of job satisfaction, altruism, and turnover intentions. Additionally, this study examined the moderating impact of individuals’ core self-evaluations on these relationships. Design/methodology/approach   Data were obtained from a branch of the state government in the southeast. Responses were received from 144 employees. Supervisors provided responses as well, and the matched dyads where both supervisor and subordinate responses were received numbered 133. Findings  We found that social stressors were negatively related to job satisfaction and altruism and positively related to turnover intentions. Results also indicated that higher core self-evaluations buffered the negative influence of social stressors on job satisfaction and turnover intention, but not altruism. Implications  Our results reinforce the notion that social stressors exhibit significant negative associations with desired job consequences. Another managerial implication relates to managers when filling vacant positions. When completing this task, managers need to honestly and accurately assess the social stressors present in their organization. When social stressors are high, managers should seek to hire individuals who possess higher core self-evaluations. Originality/value  This study employed a different theoretical perspective, conservation of resources theory, and extended the nomological network related to social stressors. Additionally, this study showed the important moderating impact that core self-evaluations can have on other relationships, whereas the large majority of previous studies have examined core self-evaluations as a main effect predictor of important organizational outcomes. Received and Reviewed by former editor, George Neuman.     

Core self-evaluations as causes of satisfaction: The mediating role of seeking task complexity

This study examined the mediating role of task complexity in the relationship between core self-evaluations (CSE) and satisfaction. In Study 1, eighty three undergraduate business students worked on a strategic decision-making simulation. The simulated environment enabled us to verify the temporal sequence of variables, use an objective measure of task complexity, and control confounding factors. In Study 2, we surveyed 108 full-time employees. In addition to verifying the temporal sequencing of variables in Study 1, both studies demonstrate that people with higher CSE actually choose/seek higher levels of complexity on their tasks, which directly or indirectly increases their task/work satisfaction.     

Does type of team matter? An investigation of the relationships between job characteristics and outcomes within a team-based environment

The authors examined the relationship between team type (consultative or substantive); job characteristics; and the outcome variables of job satisfaction, satisfaction with team processes and activities, and team commitment. The present results supported the hypothesis that job characteristics mediate the relationship between team type and team commitment and partially mediate the relationship between team type and job satisfaction and satisfaction with team processes and activities. However, contrary to the hypothesis, consultative team members perceived the content of their jobs to be more enriched and reported higher levels of satisfaction and commitment than did substantive team members.     

Le rôle modérateur des orientations vers les objectifs dans la relation entre l’envergure de poste et l’engagement organisationnel

This paper examines the moderating role of goal orientations (learning, performance and avoidance orientation) in the relationship between job scope (i.e., a composite measure capturing task variety, autonomy, feedback and significance) and organizational commitment. Based on a sample of 314 participants, the analyses indicate that job scope is positively related to commitment and that performance orientation and avoidance orientation act as negative moderators of job scope. Specifically, job scope was more strongly related to commitment at low levels of these traits. We discuss the importance of considering the role of employee personality in the study of the effect of work context on commitment.     

Self-improvement and cooperation: How exchange relationships promote mastery-approach driven individuals' job outcomes

In the present research we argue that mastery-approach goals may be beneficial in social achievement contexts because these goals lead to constructive exchange relationship building. An examination of three methodologically complementary studies revealed that mastery-approach goals lead to more cooperative and higher-quality exchange relationships than performance-approach goals and are, ultimately, associated with better job outcomes, as well. The results of a questionnaire study demonstrated that mastery-approach goals are more strongly related to cooperative motives and more weakly related to competitive motives than performance-approach goals. Furthermore, an experimental study indicated that mastery-approach driven individuals show a higher concern for others and are more strongly inclined to cooperate with an exchange partner when engaged in a complex reasoning task than performance-approach driven individuals. Finally, an organizational field study showed that team–member exchange mediates the effect of mastery-approach goals on job performance, job satisfaction, and organizational commitment.     

The Internal/External Frame of Reference Model Revisited: Incorporating General Cognitive Ability and General Academic Self-Concept

An integrative model of the determinants of overall job satisfaction, organizational commitment, and precursors to voluntary turnover was proposed. Job satisfaction and organizational commitment were proposed to arise from overlapping sets of work environment perceptions. A nonrecursive relationship was hypothesized between commitment and satisfaction. Affect (satisfaction and commitment) was proposed to mediate the effects of work environment perceptions on precursors to voluntary turnover. The model was evaluated using data obtained from 1,870 employees of a U.S. telecommunications firm. Hypotheses relating to determinants of commitment and turnover cognitions were largely supported. An asymmetric reciprocal relation was supported between overall job satisfaction and organizational commitment. Future research needs discussed include specification of different causal models for different forms of employee turnover.     

The effects of early socialization experiences on content mastery and outcomes: A mediational approach

This field study examined how early socialization experiences affect new employee mastery of socialization content and socialization outcomes. New employees reported the realism of their preentry knowledge and the helpfulness of socialization agents. A follow-up survey assessed mastery of socialization content along with role clarity, job satisfaction, and affective organizational commitment. The results, based on 194 new employees of a large educational institution and using structural equation modeling, were highly supportive of the hypotheses. Realism of preentry knowledge and agent helpfulness, the two indicators of early socialization experiences, were associated with greater role clarity, job satisfaction, and organizational commitment. In addition, the mastery of specific socialization content dimensions, the often-assumed intervening processes, was explicitly shown to mediate those relationships. The specific patterns of mediation observed further advance our understanding of the relationships between new employee mastery of socialization content and the determinants and consequences of that mastery.     

组织支持对工作压力的中介效应研究——基于知识型员工样本的实证分析

采用中介变量分析的一般范式,以知识型员工为研究样本,实证检验了组织支持在工作压力源与压力反应之间的中介效应。研究表明:组织支持在良性压力源(如任务要求、能力要求)与积极压力反应(如组织承诺、工作满意度、工作参与感)之间发挥显著的中介作用;在负性压力源(如人际冲突、组织结构问题、时间冲突)与积极和消极压力反应(如消极工作情绪)之间都发挥显著的缓冲作用。管理者在知识型员工压力管理过程中,应高度重视组织支持的中介缓冲作用。     

Effets du soutien organisationnel perçu et des caractéristiques de l’emploi sur l’anxiété au travail et l’épuisement professionnel : le rôle médiateur de la satisfaction des besoins psychologiques

Based on organizational support theory, job characteristics model, and self-determination theory, we examined the mechanisms that underlie the relations between organizational factors and ill-being. Specifically, the main purpose of the present study was to demonstrate the mediating role of the psychological needs for autonomy (i.e., the need for individuals to feel volitional and responsible for their own behavior), competence (i.e., the need for individuals to interact effectively with their environment), and relatedness (i.e., the need for individuals to feel connected and accepted by others), in the relationships of perceived organizational support (i.e., the degree to which employees believe that their organization values their contributions and cares about their well-being) and three motivational job characteristics (i.e., task identity, task significance, and work scheduling autonomy) to job anxiety and burnout. This is the first research, to the best of our knowledge, to test for the joint effects of perceived organizational support and motivational job characteristics on job anxiety and burnout through psychological need satisfaction. Four hundred and fifty-seven employees (216 men and 241 women) from different sectors (i.e., industry, trade, crafts) took part in the study. Fifty-seven participants worked in companies with less than 10 employees, 105 in companies with 11–49 employees, 138 in companies with 50–249 employees, 33 in companies with 250–499 employees, and 124 in companies with more than 500 employees. The hypothesized model was tested with structural equation modeling analyses. Results provided support for our hypotheses and revealed that all hypothesized paths were significant. Specifically, our results showed that perceived organizational support and job characteristics were positively related to psychological need satisfaction. In addition, satisfaction of these psychological needs was negatively associated with job anxiety and burnout. Therefore, feelings of autonomy, competence, and relatedness play a central role in the development or reduction of well- and ill-being at work. These results are consistent with previous research in the work context, which has shown that social factors (e.g., autonomy-supportive behaviors) have significant effects on workplace mental health through their influence on psychological need satisfaction. Practical and research implications as well as suggestions for future research are discussed.     

Idiosyncratic deals and organizational commitment

This article examines the relationship between idiosyncratic deals and organizational commitment. In particular, it examines how two individual differences which reflect self-worth (core self-evaluations and age) moderate that relationship. We predicted that employees with feelings of high self-worth will expect and will feel entitled to these deals, but employees with feelings of low self-worth will feel particularly obligated to reciprocate positively for special treatment. Data were collected from 375 managers at two points in time. As predicted, the relationship between idiosyncratic deals and affective organizational commitment was stronger for those managers who had low core self-evaluations. While the two-way interaction effect between idiosyncratic deals and age was not significant, we did find modest evidence for a three-way interaction effect. As predicted, the strongest relationship between idiosyncratic deals and organizational commitment occurred for older workers who had low core self-evaluations.