A meta-analysis of relations between person-organization fit and work attitudes

This article presents a meta-analytic review of 21 studies on relations of person-organization fit with job satisfaction, organizational commitment, and intent to turnover. Four specific moderators were investigated: the type of fit measure, method of calculating fit, dimensions of fit, and use of an established measure of person-organization fit. Mean effect sizes for the outcome variables ranged from −.18 for intent to turnover to .28 for organizational commitment. Subjective fit measures, the use of correlations to calculate fit, value congruence as the fit dimension, and the use of an established measure of person-organization fit increased effect sizes. Recommendations for future research on person-organization fit are suggested.     

A Compositional Analysis of the Organizational Climate-Performance Relation: Public Schools as Organizations

The present study examined specific aspects of organizational climate related to job satisfaction, employee turnover, and organizational performance in public elementary schools. Survey data were obtained from school staff and students and from school district archives. Hypotheses tested included: (1) Employee perceptions of organizational climate and job satisfaction, when aggregated to an organizational level, would represent group-level constructs; (2) Employee perceptions of positive organizational climate would be associated with higher levels of job satisfaction and organizational performance and with lower levels of employee turnover; (3) Relations of organizational climate to organizational performance and to employee turnover would be mediated by employee job satisfaction; and (4) Employee perceptions of positive organizational climate and job satisfaction would be associated with less achievement disparity between minority and non-minority students. Study results supported all but one hypothesis. There was no evidence for the mediating effects of job satisfaction on relations of organizational climate to organizational performance and to employee turnover. Results were consistent with the broader organizational literature, which has shown the importance of orderly work environments, collegial relations, and supportive leaders for effectively functioning groups and organizations.     

Evolving team cognition: The impact of team situation models on team effectiveness

The current research examined a moderated mediation model for the relationships among indicators of objective career success (salary and job level), subjective career success (career satisfaction), and turnover intention, as well as the boundary conditions of this process. Based on a survey study among a sample of Chinese managers (N = 324), we found that both salary and job level were negatively related to turnover intention, with these relations fully mediated by career satisfaction. The results further showed that the relation between job level and career satisfaction was weaker among managers who perceived a higher level of organizational career management, but stronger among managers with a higher managerial career anchor. In support of our hypothesized model, the indirect effect of job level on turnover intention through career satisfaction existed only among managers who perceived a lower level of organizational career management or managers with a higher managerial career anchor. These findings carry implications for research on career success and turnover intention.     

Limits of authenticity: How organizational politics bound the positive effects of authentic leadership on follower satisfaction and performance

The authentic leadership paradigm has been widely advocated as an effective leadership approach for organizations interested in promoting positive and ethical leader—member relations. Despite accumulating evidence concerning the positive follower effects of authentic leadership, research examining potential boundary conditions remains limited. The political influence theoretical perspective promises to shed new light on the effects of authentic leadership by proposing that authentic leadership may be less effective in political contexts, bounding its positive operation on followers. Specifically, we anticipate that organizational politics will erode the motivational power of authentic leaders on followers, reducing their ability to engender positive performance contributions in followers. We also predict that organizational politics will weaken the positive relationship between authentic leadership and job satisfaction by reducing the ability of employees to realize their goals at work. To explore these theoretical assertions, we incorporated a two-study functional replication (n₁ = 265; n₂ = 175) to ascertain how authentic leadership and organizational politics impact follower job satisfaction, organizational citizenship behavior (OCB), and task performance. We find that organizational politics consistently weaken the positive effects of authentic leadership on follower OCB across two studies. Furthermore, in Study 2, our findings suggest that organizational politics attenuate the positive impact of authentic leadership on follower job satisfaction and task performance. We discuss theoretical and practical implications.     

Psychological contract breach and job attitudes: A meta-analysis of age as a moderator

The aim of this study was to examine the influence of age in the relation between psychological contract breach and the development of job attitudes. Based on affective events, social exchange, and lifespan theory, we hypothesized that (1) psychological contract breach would be related negatively to job attitudes, and (2) that age would moderate these relations. The hypotheses were tested by means of a meta-analysis of k = 60 studies, using Weighted Least Squares estimation. Our results supported both hypotheses for the outcomes trust and organizational commitment. However, for job satisfaction the moderating influence of age was in the unexpected direction. The relations between contract breach and trust and organizational commitment were indeed stronger for younger workers, whereas the relation between contract breach and job satisfaction was stronger for older workers. The implications are discussed, and a research agenda is presented.     

The effects of met expectations on newcomer attitudes and behaviors: a review and meta-analysis.

A review of research on the effects of met expectations for newcomers to organizations located 31 studies of 17,241 people. A meta-analysis found mean (corrected) correlations of .39 for job satisfaction and organizational commitment, .29 for intent to leave, .19 for job survival, and .11 for job performance. However, all of these mean correlations had significant between-studies variance. By using strict conformity with Porter and Steer's (1973) definition of met expectations, we identified a subset of studies that had nonsignificant between-studies variance for all correlations except job satisfaction. Furthermore, the mean correlations in these subgroups were very similar to those for the entire group. Future research should consider both the direction of the met expectations discrepancy (i.e., over- vs. underfulfillment) and alternative ways to measure organizational reality.     

Reexamining the job satisfaction-performance relationship: the complexity of attitudes

The present article argues that organizational researchers tend to adopt an overly simplistic conceptualization and operationalization of job satisfaction (and job attitudes in general). Specifically, past research has failed to examine the affective-cognitive consistency (ACC) of job attitudes and the implications this has for the strength of the attitude and its relationship with behavior (e.g., job performance). Results from Study 1 suggest ACC is a significant moderator of the job satisfaction-job performance relationship, with those employees higher in ACC showing a significantly larger correlation between job satisfaction and performance than those lower in ACC. Study 2 replicated these findings. Implications for the study of job attitudes, limitations of the current studies, and multiple avenues for future research are discussed.     

Abusive leadership versus objectifying job features: Factors that influence organizational dehumanization and workers’ self-objectification

Recent research has revealed that work often can undermine people's humanness by promoting a view of them as mere objects. In particular, the workers’ meta-perceptions of being treated as company resources (i.e., organizational dehumanization) and their self-perceptions of being instrument-like (i.e., self-objectification) could be triggered by several factors. Previous research has identified that abusive supervisors and engaging in objectifying (repetitive, fragmented and other oriented) tasks are two of the main key factors that affect worker's dehumanization. The present project aims to disentangle the extent both factors (perceptions of abusive leadership and performing objectifying tasks) contribute to created perceptions of organizational dehumanization and self-objectification among workers that, ultimately, affects workers job satisfaction. In Study 1 (N = 208 workers), we measured the extent perceived abusive supervisors and objectifying job features predicted organizational dehumanization, self-objectification, and job satisfaction. The results indicate that abusive supervisors predicted perceptions of organizational dehumanization and workers self-objectification in a higher extent than objectifying job features, while workers job satisfaction was predicted in a higher extent by objectifying job features. In Study 2 (N = 141), we experimentally manipulated the abusive (versus nonabusive) supervisors and the objectifying (versus nonobjectifying) tasks in a laboratory setting. Results also indicated that the abusive supervisor exerts a greater influence than performing objectifying tasks on organizational dehumanization, self-objectification, and job satisfaction. The detrimental effect of an abusive supervisor in comparison with other working conditions on workers’ humanness is discussed, and practical implications are highlighted.     

A meta‐analysis of the predictors and consequences of organization‐based self‐esteem

Organization‐based self‐esteem (OBSE), which represents employees' beliefs about their own value and competence as organizational members, has attracted much recent research attention. In the current paper, we identified several theoretically based predictors and consequences of OBSE. We then conducted a meta‐analysis examining the relationships between OBSE and these variables. Results indicated that several hypothesized predictors, including the work environment and employee dispositions, were related to OBSE. Furthermore, OBSE was related to several hypothesized outcome variables including job satisfaction, organizational commitment, employee health, job performance, and organizational citizenship behaviour. As expected, OBSE generally yielded stronger relationships with work‐related variables than did general self‐esteem and we found evidence that OBSE mediated the relationships between general self‐esteem and work‐related criteria.     

The forgotten ones? The validity of consideration and initiating structure in leadership research

This study provided a meta-analysis of the relationship of the Ohio State leadership behaviors--Consideration and Initiating Structure--with leadership. Overall, 163 independent correlations for Consideration and 159 correlations for Initiating Structure were analyzed. Results revealed that both Consideration (.48) and Initiating Structure (.29) have moderately strong, nonzero relations with leadership outcomes. Consideration was more strongly related to follower satisfaction (leader satisfaction, job satisfaction), motivation, and leader effectiveness, and Initiating Structure was slightly more strongly related to leader job performance and group-organization performance. Validities did vary by leadership measure, but in most cases validities generalized regardless of the measure used. Overall, the results provide important support for the validity of Initiating Structure and Consideration in leadership research.     

DO SITUATIONAL VARIABLES ACT AS SUBSTANTIVE CAUSES OF RELATIONSHIPS BETWEEN INDIVIDUAL DIFFERENCE VARIABLES? TWO LARGE-SCALE TESTS OF “COMMON CAUSE” MODELS

James, Demaree, Mulaik, and Ladd (1992) proposed that situational variables may act as substantive ("common") causes of relationships between individual difference variables as well as statistical artifacts (i.e., measurement unreliability) associated with these variables, thus invalidating assumptions of current validity generalization/meta-analysis procedures. In this investigation, we report the results of two large-scale studies designed to test hypothesized relationships derived from two "common cause" models. Study 1 examines relationships between store-level organizational climate variables and employee satisfaction and performance variables for 33,097 sales personnel in 537 retail stores. Study 2 investigates relationships between store-level situational constraints and customer service perception and shopping variables for 31,611 customers from 564 retail stores. The results of these studies did not support the proposition that situational variables act as substantive causes of correlations among the respective employee and customer variables or the variances and reliabilities of these variables. The implications of these findings for meta-analyses in applied psychology as well as the generalizability of the findings are discussed.     

Assessing Workplace Emotional Intelligence: Development and Validation of an Ability-based Measure

Existing measures of Emotional Intelligence (EI), defined as the ability to perceive, understand, and manage emotions for productive purposes, have displayed limitations in predicting workplace outcomes, likely in part because they do not target this context. Such considerations led to the development of an ability EI measure with work-related scenarios in which respondents infer the likely emotions (perception) and combinations of emotion (understanding) that would occur to protagonists while rating the effectiveness of ways of responding (management). Study 1 (n = 290 undergraduates) used item-total correlations to select scenarios from a larger pool and Study 2 (n = 578) reduced the measure—termed the NEAT—to 30 scenarios on the basis of structural equation modeling. Study 3 (n = 96) then showed that the NEAT had expected correlations with personality and cognitive ability and Study 4 (n = 85) demonstrated convergent validity with other ability EI measures. Last, study 5 (n = 91) established that the NEAT had predictive validity with respect to job satisfaction, job stress, and job performance. The findings affirm the importance of EI in the workplace in the context of a valid new instrument for assessing relevant skills.     

COMMUNICATION SATISFACTION,JOB SATISFACTION,AND JOB PERFORMANCE

This field study of 327 hospital nurses investigated the relationship between perceived satisfaction with organizational communication and job satisfaction and job performance. The researcher developed a research model incorporating nine dimensions of communication satisfaction and hypothesized their varying relationships with job satisfaction and job performance. Correlation, multiple regression, and canonical correlation analyses revealed significant positive relationships between communication satisfaction and job satisfaction, and communication satisfaction and job performance. The communication satisfaction-job satisfaction link was stronger. The same facets of communication—supervisor communication, communication climate, and personal feedback—were found to be most strongly related to both job satisfaction and performance. Although the importance of the superior-subordinate communication relationship was confirmed, top management communication also was substantially related to job satisfaction and, to a lesser degree, job performance. Rank-order correlation results of this study were compared to several other studies and some congruent patterns were found.     

Our neoliberal fantasies? A preliminary test of research trends in leading journals in work and organizational psychology

Prior to engaging in a substantive discussion on the supposed influence of neoliberalism on research in work and organizational psychology (WOP), it is important to verify the empirical basis of the trends advanced by Bal and Dóci (Neoliberal ideology in work and organizational psychology, European Journal of Work and Organizational Psychology [Online First Publication, 2018]). To this end, we content analysed 745 abstracts of empirical studies published in leading WOP journals during the years 2006–2007 and 2016–2017. Results of our content analysis do not support the hypothesized trends towards more instrumentality and individualism in WOP research, suggesting that Bal and Dóci’s (2018) portrayal of the WOP literature does not provide a solid basis for discussion. On the basis of our findings, we conclude with recommendations to broaden the scope of WOP research to also include macro-level, societal issues.     

Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences

The authors conducted meta-analyses to assess (a) relations among affective, continuance, and normative commitment to the organization and (b) relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model. They found that the three forms of commitment are related yet distinguishable from one another as well as from job satisfaction, job involvement, and occupational commitment. Affective and continuance commitment generally correlated as expected with their hypothesized antecedent variables; no unique antecedents of normative commitment were identified. Also, as expected, all three forms of commitment related negatively to withdrawal cognition and turnover, and affective commitment had the strongest and most favorable correlations with organization-relevant (attendance, performance, and organizational citizenship behavior) and employee-relevant (stress and work-family conflict) outcomes. Normative commitment was also associated with desirable outcomes, albeit not as strongly. Continuance commitment was unrelated, or related negatively, to these outcomes. Comparisons of studies conducted within and outside North America revealed considerable similarity yet suggested that more systematic primary research concerning cultural differences is warranted.     

Innovative behaviour and job involvement at the price of conflict and less satisfactory relations with co‐workers

Although innovative behaviour is widely claimed to contribute to long term organizational effectiveness, the price that an individual worker may have to pay for taking an innovative approach has generally not been examined. The present study hypothesizes that a worker's innovative behaviour interacts with his or her job involvement in producing conflict and less satisfactory relations with resisting co‐workers who want to prevent innovative change. Moreover, conflict with co‐workers is hypothesized to mediate the interactive effect of innovative behaviour and job involvement on satisfaction with co‐worker relations. These hypotheses were supported in a survey study among 76 secondary school teachers based on supervisor ratings of the teachers' innovative behaviour and teachers' self‐report data of job involvement, conflict with co‐workers and satisfaction with co‐worker relations.     

Socially oriented values and reciprocity norm predict organizational commitment

The current research concerns the predictors and organizational outcomes of normative commitment in Chinese companies. In Study 1, using a semi-structured interview, we identified internalization of socially oriented value and reciprocity norm as two possible predictors of normative commitment. Survey results confirm the factorial independence of these two predictors. Study 2 examined the predictive relationship of these predictors with employee job satisfaction, turnover intention, in-role performance, and organizational citizenship behaviour (OCB). The results showed that value internalization predicts higher job satisfaction and weaker turnover intentions via normative commitment, whereas reciprocity predicts higher job satisfaction, weaker turnover intention, and more frequent display of OCB via normative commitment. These findings are discussed in terms of their implications for future research and management practices.     

组织职业生涯管理对职业承诺和工作满意度的影响 ——职业延迟满足的中介作用分析

以321名企业员工为被试,通过自编的职业延迟满足问卷,考察了企业员工的职业延迟满足在组织职业生涯管理对职业承诺、工作满意度影响过程中的中介作用。结果表明：职业延迟满足与组织职业生涯管理、职业承诺、工作满意度存在显著正相关;工作年限等人口统计学变量对职业延迟满足没有显著的预测作用;公平晋升、注重培训对职业延迟满足有显著的预测作用;职业延迟满足在组织职业生涯管理对职业承诺、工作满意度影响过程中存在中介作用;在结构方程模型中,职业延迟满足在公平晋升、注重培训与职业承诺、工作满意度之间存在中介作用;而职业延迟满足在职业发展与职业承诺、工作满意度之间不存在中介作用     

Which occupational risk factors are associated with burnout in nursing? A meta-analytic study

Numerous empirical studies have suggested a link between occupational factors and the burnout syndrome. The effect sizes of the association reported vary widely in nursing professionals. The objective of this research was to assess the influence of five occupational factors (job seniority, professional experience, job satisfaction, specialization and work shift) on the three burnout dimensions (emotional exhaustion, depersonalization and personal accomplishment) in nursing. We conducted a meta-analysis with a total of 81 studies met to our inclusion criteria: 31 on job seniority; 29 on professional experience; 37 on job satisfaction; 4 on specialization; and 6 on work shift. The mean effect sizes found suggest that job satisfaction and, to a lesser extent, specialization were important factors influencing the burnout syndrome. The heterogeneity analysis showed that there was a great variability in all the estimates of the mean effect size. Various moderators were found to be significant in explaining the association between occupational factors and burnout. In conclusion, it is important to prevent the substantive moderators that are influencing these associations. The improved methodological variables explain most of the contradictory results found in previous research on this field.