Situational and Dispositional Determinants of Managers' Satisfaction

This study examined the main and interactive effects on satisfaction of managers' functional position and disposition, measured by two inversely related indices of work orientation—instrumental, or desiring job security and financial rewards from work, and expressive, or desiring self-actualization and achievement from work (O'Reilly, 1977). Results indicated that both situational and dispositional factors affect satisfaction. Managers in process-oriented functions (e.g., Personnel, Sales) were significantly more satisfied than those in outcome-oriented functions (e.g., Production, Operations). Managers with strong and unambiguous orientations (high expressive/low instrumental or high instrumental/low expressive) were more satisfied than managers with strong, but potentially conflicting orientations (high instrumental/high expressive) or weak orientations (low instrumental/low expressive). There was also a personality-situation interaction, suggesting the feasibility of a congruency model in explaining managers' satisfaction. Theoretical and practical implications for career choices and managerial development are discussed.