Merit‐based Rewards,Job Satisfaction and Voluntary Turnover: Moderating Effects of Employee Demographic Characteristics

This paper draws on the reflection theory of compensation (Thierry, H. (1998). ‘Compensating work’. in P. J. D. Drenth, H. Thierry and C. J. de Wolff (eds), Handbook of Work and Organizational Psychology, 2nd edn, pp. 291–315, Psychology Press: Hove; Thierry, H. F. (2001). ‘Job evaluation systems and pay grade structures: do they match’, International Journal of Human Resource Management, 8, pp. 1313–1324) to examine the influence of individual merit‐based rewards on voluntary turnover via job satisfaction. It also tests the moderating effects of employees’ gender, age and education level between merit‐based rewards and job satisfaction. Data were collected from 636 employees in Japan at three points in time over a 12‐month period. The findings show that merit‐based rewards have a direct, positive effect on job satisfaction and an indirect effect on voluntary turnover. The effect of merit‐based rewards on job satisfaction was moderated by gender and education, providing evidence that merit‐based rewards are more important for male and highly educated employees. Practical and theoretical implications are discussed.     

Personality and organizational health: the role of conscientiousness

Organizational health research identifies processes through which the work environment and individual differences combine to influence both individual and organizational outcomes. This study investigated the contribution of conscientiousness to organizational health. Research in the areas of occupational stress, work performance, and organizational climate was used to develop a framework for integrating different elements of organizational health. Within this framework, the work environment was assessed by perceptions of workload and role clarity ; individual well-being was assessed by psychological distress and job satisfaction ; and behaviour important for organizational success was assessed by contextual performance. Conscientiousness was investigated within the framework using self-reports from a sample of 104 Australian employees. Conscientiousness directly influenced contextual performance but did not influence well-being or perceptions of the work environment. Conscientiousness also reduced the impact of role clarity on both psychological distress and job satisfaction. The role of conscientiousness in a comprehensive model of organizational health is discussed.     

Testing Herzberg’s Two-Factor Theory of Motivation in the Public Sector: Is it Applicable to Public Managers?

Given the limitations in providing monetary rewards as an incentive in the public sector, Herzberg’s Two-Factor Theory of Motivation can be promising if it is applicable to public employees. This study identifies the effects of motivators and hygiene factors on public managers’ job satisfaction, and finds out if there is difference, compared to how private-sector employees are motivated. According to the findings, a majority of identified motivators in the previous research showed positive effects on job satisfaction among public managers, and public managers’ job satisfaction was not affected by hygiene factor as predicted in Herzberg’s study. Managerial implications are discussed.     

Einfluss von Vorgesetzten, T?tigkeit, Arbeitsbedingungen und variabler Besoldung auf die Motivation von Mitarbeitern im ?ffentlichen Dienst

This paper analyses the effects of four main influence factors on motivation of public personnel. These influence factors are “superior”, “job satisfaction”, “work environment”, and “variable wages”. I analyse the four factors by using a structural equation model with empirical data. My focus lies on the complex interdependencies of influence factors among each other. There is empirical evidence that the influence factor “job satisfaction” plays a decisive role in public service motivation. Moreover, the influence factors “work environment” and “variable wage” have a quite low direct effect on motivation. Surprisingly, the influence factor “superior” has an strong effect on “job satisfaction” and on “variable wages”.     

Psychosocial stress and job satisfaction in female office employees with and without neck-shoulder symptoms

The objective of this research performed in a Finnish occupational health care setting was to describe the annual prevalence of neck and shoulder symptoms in female office employees and to test whether or not these symptoms were associated with psychosocial stress, job satisfaction and health locus of control. The subjects consisted wholly of female office employees (n = 232) at one local bank and three insurance offices, chosen on a voluntary basis. The annual prevalence of disturbing neck-shoulder symptoms among female office employees was 43.3%. An association of these symptoms with psychosomatic symptoms, poor general job satisfaction and its two subdimensions, work content and perception of the healthiness of the working environment, was noticed. The subjects with neck-shoulder symptoms had a significantly higher score of feelings of external control (fatalism) than those without symptoms. The results lead to the conclusion that neck-shoulder symptoms are common amongst female office employees. These symptoms are associated with some psychosocial stress factors and job dissatisfaction. In future, it would be important to pay attention to these factors when trying to reduce the prevalence of neck-shoulder symptoms in office work.     

公仆型领导、员工集体和个人的工作态度对服务质量的影响

作者在13家宾馆和餐馆进行了一次实证研究,探讨饭店管理人员的公仆型领导风格、员工集体和个人的工作态度对员工的服务质量的影响。多层次线性模型分析结果表明,部门的公仆型领导氛围会直接影响员工集体的工作满意感,并通过集体情感性归属感,间接影响员工的服务质量。部门的公仆型领导氛围会调节员工感知的部门负责人的公仆型领导风格对他们的服务质量的影响;员工集体的情感性归属感会调节员工个人的工作满意感和情感性归属感对服务质量的影响。     

Traditional versus Secular Values and the Job–Life Satisfaction Relationship Across Europe

Using data from the European Values Survey (EVS), we examine the relationship between job and life satisfaction across Europe. We find that for the majority of employees job and life satisfaction are positively correlated, thus supporting the spillover hypothesis, whereby attitudes and practices developed in the life domain spill over into the work domain and vice versa. In contrast, we find little support for the compensation hypothesis, whereby employees who are dissatisfied in one domain seek compensatory rewards in the other domain. However, multivariate analysis reveals that the strength of the interaction between job and life satisfaction is mitigated by cultural values and interpersonal trust, as encapsulated in the ‘traditional versus secular values’ index reported in the EVS data. We thus find that predictors of the job–life satisfaction relationship vary across cultures and that such cross‐cultural variations are systematically related to salient cultural values and beliefs. The latter findings raise important questions about the universal application of existing theories in the subjective well‐being arena.     

The relationship between presenteeism and job satisfaction: A mediated moderation model using work engagement and perceived organizational support

Research on presenteeism has largely focused on its prevalence, determinants and consequences on the health of both employees and organizations. To date, few studies have examined the influence of presenteeism on workers’ attitudinal and motivational responses. Based on the Effort–Recovery Theory, this study evaluates the mediating effect of work engagement in the relationship between presenteeism and job satisfaction. Building on previous work, this study also proposes to consider perceived organizational support as a moderator of the work engagement–job satisfaction relationship. Presented in the form of a mediated moderation model, the results of bootstrapped regression analyses show three main results. First, presenteeism is negatively associated with work engagement and job satisfaction. Secondly, work engagement is one of the factors through which presenteeism influences job satisfaction. Thirdly, perceived organizational support moderates the association between work engagement and job satisfaction so that, at a low level of work engagement, feeling supported by the organization makes a difference on job satisfaction. Overall, this research is part of the limited number of studies that have focused on the interplay existing between presenteeism and its consequences in terms of job attitudes.     

Work motivation, organisational identification, and well-being in call centre work

Previous work has not considered the interplay of motivational forces linked to the task with those linked to the social identity of employees. The aim of the present study is to combine these approaches. Two studies with call centre agents (N=211, N=161) were conducted in which the relationships of objective working conditions (e.g., inbound vs. outbound work), subjective measures of motivating potential of work, and organisational identification were analysed. Job satisfaction, turnover intentions, organisational citizenship behavior (OCB), health complaints, and burnout were assessed as indicators of the agents' work motivation and well-being. In both studies it was found that objective working conditions substantially correlated with subjective measures of work motivation. Moreover, employees experiencing a high motivating potential at work reported more OCB, higher job satisfaction, and less turnover intentions. As hypothesized, organisational identification was a further independent predictor of job satisfaction, turnover intentions, OCB, and well-being. Highly organisationally identified employees report higher work motivation and more well-being. Additionally, interactions between the motivating potential and organisational identification were found. However, all the results indicate that interventions seeking to enhance work motivation and well-being in call centres should improve both the motivating potential of the job and organisational identification. These two factors combined in an additive way across both studies.     

心理需要的满足与工作满意度:哪一个能够更好地预测工作绩效?

以自我决定理论为理论基础,通过对112名员工与其相应主管进行问卷调研,验证了:(1)工作满意度与工作绩效之间存在中低度相关;(2)基本心理需要对工作绩效各维度具有显著影响;(3)基本心理需要的满足对工作绩效的预测效果较工作满意度更好。进而发现心理需要满足的中介作用,揭示工作满意度通过心理需要满足对工作绩效产生影响这一作用机制,并对所得结果的管理实践意义进行了探讨。     

Work motivation,organisational identification,and well-being in call centre work

Abstract

Previous work has not considered the interplay of motivational forces linked to the task with those linked to the social identity of employees. The aim of the present study is to combine these approaches. Two studies with call centre agents (N=211, N=161) were conducted in which the relationships of objective working conditions (e.g., inbound vs. outbound work), subjective measures of motivating potential of work, and organisational identification were analysed. Job satisfaction, turnover intentions, organisational citizenship behavior (OCB), health complaints, and burnout were assessed as indicators of the agents’ work motivation and well-being. In both studies it was found that objective working conditions substantially correlated with subjective measures of work motivation. Moreover, employees experiencing a high motivating potential at work reported more OCB, higher job satisfaction, and less turnover intentions. As hypothesized, organisational identification was a further independent predictor of job satisfaction, turnover intentions, OCB, and well-being. Highly organisationally identified employees report higher work motivation and more well-being. Additionally, interactions between the motivating potential and organisational identification were found. However, all the results indicate that interventions seeking to enhance work motivation and well-being in call centres should improve both the motivating potential of the job and organisational identification. These two factors combined in an additive way across both studies.     

Job demands and work-related psychological responses among Malaysian technical workers: The moderating effects of self-efficacy

Abstract

Job design has long been found to affect the work-related psychological responses of employees, such as psychological strain, job satisfaction, and turnover intentions, but scholars have begun to question whether established theoretical relations regarding job design continue to hold given the enormous changes in the nature of work during the past two decades. It is also increasingly recognized that individual differences affect work behaviours in substantial ways, but few studies on work design have investigated these differences. We addressed these concerns with a two-wave longitudinal study among 245 technical workers at a telecommunications company in Malaysia, a country that has a collectivist culture and a high power distance between managers and subordinates. We examined the moderating effects of job control and self-efficacy on the relationships between job demands and employee responses. The results failed to support the job demands-control model, as job control variables did not moderate the impact of demands on employee work-related psychological responses. However, self-efficacy moderated their impact on psychological strain (although not on job satisfaction or turnover intentions). Our findings provide insight into the moderating effect of self-efficacy, and suggest that practitioners interested in reducing psychological strain should consider making efforts to increase self-efficacy among employees.     

Control, stress, and job satisfaction in Canadian nurses

The main effects of four domains of control (task, decision, resource, physical environment) on job satisfaction and their interactions with three types of job stressors (task demands, role conflict, interpersonal conflict) were examined in a sample of 765 Canadian nurses. Multiple regression analyses were conducted to determine the proportion of variance in job satisfaction that could be accounted for by job stressors, control, and the interaction of stressors and control in that order. The job stressors were analysed separately and as a composite job demands score, as were the four domains of control. The results indicated that the proportion of variance in job satisfaction increased with the addition of control for the composite scores and for task, resource, and physical environment control. However, decision control did not account for additional variance in job satisfaction above that for any of the job stressors. In addition, none of the stressor x control interactions were significant. The results support previous attempts to test the moderating effects of control, suggesting that perceived control is not a moderator of job stress but rather that it has a direct influence. The relevance of the different domains of control for nurses is discussed.     

A Test of Basic Assumptions of Affective Events Theory (AET) in Call Centre Work1

Based on data from 2091 call centre representatives working in 85 call centres in the UK, central assumptions of affective events theory (AET) are tested. AET predicts that specific features of work (e.g. autonomy) have an impact on the arousal of emotions and moods at work that, in turn, co‐determine job satisfaction of employees. AET further proposes that job satisfaction is an evaluative judgement that mainly explains cognitive‐based behaviour, whereas emotions and moods better predict affective‐based behaviour. The results support these assumptions. A clear separation of key constructs (job satisfaction, positive and negative emotions) was possible. Moreover, correlations between several work features (e.g. supervisory support) and job satisfaction were, in part, mediated by work emotions, even when controlling for gender, age, call centre type (in‐house versus outsourced centres) and call centre size. Predictions regarding consequences of satisfaction and affect were partly corroborated as continuance commitment was more strongly related to job satisfaction than to positive emotions. In addition, affective commitment and health complaints were related to both emotions and job satisfaction to the same extent. Thus, AET is a fruitful framework for explaining why and how specific management strategies used for designing work features influence important organizational attitudes and well‐being of employees.     

员工工作满意度调查问卷的有效性及民营企业员工工作满意度影响因素研究

本研究选取我国浙江杭州和广州深圳市各一中型民营企业员工共780人作为被试,采用自编的民营企业员工满意度调查问卷(问卷由8个分量表构成,共61个项目)探查我国民营企业员工的工作满意度情况及其影响因素.结果表明:(1)民营企业员工满意度调查问卷的信度系数r为0.9555,内容效度和结构效度的相关系数均达到了可接受水平,是一个可接受的满意度调查问卷;(2)民营企业员工满意度调查问卷的维度"培训与发展"、"高层管理"、"所在部门"和"客户服务"对员工的满意度具有较大的影响,而"直接主管"、"薪资与福利"和"工作目标与绩效"等对员工满意度几乎没有什么影响;(3)民营企业B(深圳)的员工在所有八个分量表上的工作满意度均显著地满意于民营企业A(杭州)的员工的工作满意度;(4)无论是在总体水平上还是在各个分量表上,男员工的工作满意度均显著地高于女员工的工作满意度;(5)在总体水平上,在企业服务两年以上的员工(下简称为"老员工")的工作满意度显著地高于在企业工作2年以下的员工(下简称为"新员工")的工作满意度.具体地说,老员工在"所在部门"和"高层管理"两个维度上的工作满意度显著地高于新员工,而在"工作目标与绩效"、"直接主管"、"培训与发展"、"薪资与福利"以及"客户服务"等维度上,两者没有显著的差异.     

Relationships between bullying,psychosocial work environment and individual stress reactions

It is frequently assumed that a poor psychosocial working environment will create conditions that encourage bullying. However, few studies have examined this assumption while comparing work environment ratings of bullied and non-bullied employees who work in the same organization and/or department. The objectives of this study were therefore, first, to investigate relationships between bullying and other psychosocial work environment factors within a particular organizational setting and, second, to investigate if bullied employees reported higher levels of stress than non-bullied employees. A total of 186 blue-collar employees from a Danish manufacturing company participated in the study (response rate of 93%). Results showed significant differences in bullied and non-bullied employees’ ratings of psychosocial factors such as job control, management style, role clarity, social climate, social contact and work centrality. In order to investigate assumptions that a poor psychosocial work environment creates conditions that encourage bullying, a number of analyses compared the company's manufacturing departments with either high, medium or low levels of bullying. Results showed significant departmental differences. Yet, when bullied employees were removed from the statistical analyses, with regard to the perceived psychosocial environment these same departments could be differentiated only on the basis of rated job demands and management style. The results therefore bring into question the assumption that a generally poor work environment contributes to bullying. None the less, they do suggest that management style may directly or indirectly have contributed to a higher level of bullying. Also, bullied employees reported significantly more symptoms of psychological stress and mental fatigue than non-bullied employees.     

Sleep disturbances in shift-workers: A marker for maladaptation syndrome

Abstract

This study aims to examine whether the relationship between overtime and well-being is influenced by the voluntary vs. involuntary (i.e., compulsory) nature of overtime work and by the presence or absence of rewards for overtime. We also explored the prevalence of these types of overtime and how they were related to work and personal characteristics. A survey was conducted among a representative sample of Dutch full-time employees (N=1612). AN(C)OVA was used to compare rewarded and unrewarded, voluntary and involuntary overtime workers on personal and work characteristics, fatigue, and work satisfaction. Most overtime workers were rewarded (62%). About half of the sample (n=814) could be classified as either voluntary or involuntary overtime workers, or as having “mixed reasons” to work overtime. Voluntary and unrewarded overtime workers had a relatively high income and favourable job characteristics. Involuntary overtime work was associated with relatively high fatigue and low satisfaction, especially for involuntary overtime workers without rewards who can be considered a burnout risk group. Voluntary overtime workers were non-fatigued and satisfied, even without rewards. It can be concluded that control over overtime and rewards for overtime are important for well-being. Moderate overtime work may not be a problem if it is done voluntarily. Moreover, the negative effects of compulsory overtime work may be partly offset by fair compensation for the extra work.     

Family Status and Work Attitudes: An Investigation in a Professional Services Firm

To help employees better balance work and family responsibilities, organizations are increasingly offering a variety of work–family programmes. However, anecdotal reports suggest that employees without spouses or children perceive that they receive fewer organizational benefits and bear greater burdens than their married or parent counterparts. By providing a more ‘family‐friendly’ work environment, organizations may foster perceptions of inequity in people without families (single adults without dependent children, SAWDCs), possibly resulting in lower job satisfaction and other work‐related outcomes. Using a sample of 454 employees of a professional services firm, we examined attitudinal differences between individuals with and without families. Findings suggest that SAWDCs and non‐SAWDCS differed in terms of age, organizational level, use of flexible work arrangements and firm tenure. However, we found no differences in hours worked, job involvement, job satisfaction or organizational commitment. Interestingly, SAWDCs had more favourable perceptions of the organization's work–family culture than non‐SAWDCs, suggesting that those who do not utilize family‐friendly benefits view them more favourably than those who actually need or use the benefits. In addition to identifying directions for future research, we offer suggestions for organizations, including taking a more universal approach to benefits to the advantage of all employees.     

Relationships between bullying, psychosocial work environment and individual stress reactions

It is frequently assumed that a poor psychosocial working environment will create conditions that encourage bullying. However, few studies have examined this assumption while comparing work environment ratings of bullied and non-bullied employees who work in the same organization and/or department. The objectives of this study were therefore, first, to investigate relationships between bullying and other psychosocial work environment factors within a particular organizational setting and, second, to investigate if bullied employees reported higher levels of stress than non-bullied employees. A total of 186 blue-collar employees from a Danish manufacturing company participated in the study (response rate of 93%). Results showed significant differences in bullied and non-bullied employees' ratings of psychosocial factors such as job control, management style, role clarity, social climate, social contact and work centrality. In order to investigate assumptions that a poor psychosocial work environment creates conditions that encourage bullying, a number of analyses compared the company's manufacturing departments with either high, medium or low levels of bullying. Results showed significant departmental differences. Yet, when bullied employees were removed from the statistical analyses, with regard to the perceived psychosocial environment these same departments could be differentiated only on the basis of rated job demands and management style. The results therefore bring into question the assumption that a generally poor work environment contributes to bullying. None the less, they do suggest that management style may directly or indirectly have contributed to a higher level of bullying. Also, bullied employees reported significantly more symptoms of psychological stress and mental fatigue than non-bullied employees.     

劳动关系氛围和员工工作满意度:组织承诺的调节作用

本文从组织行为层次探讨劳动关系氛围与员工态度之间的关系。基于60家企业1607名员工的问卷调查,本文探讨了劳资双赢、劳资对立和员工参与三种劳动关系氛围对员工内在和外在满意度的直接影响,以及员工组织承诺在上述关系中的调节作用。研究发现,劳资双赢氛围显著地提升员工的内在和外在满意度,劳资对立氛围显著地降低员工的内在和外在满意度,员工参与氛围仅能显著提升员工的内在工作满意度。同时,员工组织承诺中的情感承诺能显著增强劳资双赢氛围对内在和外在工作满意度的积极影响,但仅能显著降低劳资对立氛围对内在工作满意度的消极影响,而对员工参与氛围的影响不具有调节作用。此外,研究还发现交易承诺不存在调节效果。