Determinanty satysfakcji i zaangażowania w pracę

• Autorzy: Katarzyna Krot , Dagmara Lewicka

Warianty tytułu

Antecedence of Job Satisfaction and Job Involvement

• Języki publikacji: PL

Abstrakty

Celem opracowania było zidentyfikowanie wpływu organizacyjnych czynników: takich jak: klimat HRM, przywiązanie trwania oparte na korzyściach, zaufanie horyzontalne, chęć pozostania w organizacji, afektywne zaangażowanie w profesję, zaufanie wertykalne, przywiązanie afektywne na zaangażowanie w pracę i satysfakcję z pracy. Badania zostały przeprowadzone na grupie 227 pracowników podmiotów dużych i średnich. Analiza regresji umożliwiła wskazanie prawdopodobnych związków pomiędzy zmiennymi. (abstrakt oryginalny)

EN

The purpose of the study was to identify the influence of organizational factors: such as HRM climate, continuance commitment based on benefits, horizontal trust, turnover intention, affective professional commitment, vertical trust and affective commitment on the job involvement and job satisfaction. The study was conducted among 227 employees of large and medium organisations. Regression analysis identified a probable relationships between variables. (original abstract)

Słowa kluczowe

PL

Zaangażowanie pracowników; Praca; Zadowolenie z pracy; Badania ankietowe; Wyniki badań

EN

Employees' engagement; Labour; Job satisfaction; Questionnaire survey; Research results

• Czasopismo: Marketing i Rynek
• Rocznik: 2016
• Numer: nr 3 (CD)
• Strony: 400--410

Twórcy

autor

Katarzyna Krot

• Politechnika Białostocka

autor

Dagmara Lewicka

• AGH Akademia Górniczo-Hutnicza im. Stanisława Staszica w Krakowie

Bibliografia

• Bamber, E.M. i Iyer, V.M. (2002). Big 5 auditors' professional and organisational identification: consistency or conflict? Auditing, 21 (2), 21-38.
• Bowling, N.A., Beehr, T.A. i Lepisto, L.R. (2006). Beyond job satisfaction: A five-year prospective analysis of the dispositional approach to work attitudes. Journal of Vocational Behavior, 69(2), 315-330.
• Brown, S.P. i Leigh, T.W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81, 358-368.
• Crossman, A. i Abou-Zaki, B. (2003). Job satisfaction and employee performance of Lebanese banking Staff. Journal of Managerial Psychology, 18(4), 368-376.
• DeConinck, J.B. i Stilwell, C.D. (2004). Incorporating organisational justice, role states, pay satisfaction and supervisory satisfaction in a model of turnover intentions. Journal of Business Research, 57, 225-231.
• Cohen, A. (2007). Commitment before and after: An evaluation and reconceptualization of organizational commitment. Human Resource Management Review, 17, 336-354.
• Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P.D. i Rhoades L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42-51.
• Glińska-Neweś, A. (2010). Pozytywna Kultura Organizacyjna jako pożądany efekt Pozytywnego Potencjału Organizacji. W: M.J. Stankiewicz (red.), Pozytywny Potencjał Organizacji: Wstęp do użytecznej teorii zarządzania (75-105). Toruń: Dom Organizatora TNOiK.
• Glińska-Neweś, A. i Stankiewicz, M.J. (2013). Key Areas of Positive Organisational Potential as Accelerators of Pro-developmental Employee Behaviours. W: M.J. Stankiewicz (red.), Managing the Key Areas of Positive Organisational Potential for Company Success (17-34). Toruń: Dom Organizatora TNOiK.
• Grudzewski, W.M., Hejduk, I.K., Sankowska, A. i Wańtuchowicz, M. (2009). Zarządzanie zaufaniem w przedsiębiorstwie. Warszawa: Oficyna Wolters Kluwer Business.
• Hackman, J.R. i Oldham, G.R. (1980). Work redesign. MA Addison-Wesley, Reading.
• Kanungo, R.N. (1981). Work alienation and involvement: Problems and prospects. International Review of Applied Psychology, 30, 1-15.
• Kinicki, A.J., McKee-Ryan, R.M., Schriesheim, C.A. i Carson, K.P. (2002). Assessing the construct validity of the job descriptive index: a review and meta-analysis. Journal of Applied Psychology, 87(1).
• Kinnie, N. i inni. (2005). Satisfaction with HR practices and commitment to the organisation: why one size does not fit all. Human Resource Management Journal, 15(4), 9-29.
• Krot, K. i Lewicka, D. (2011). Human side of innovation-individual and organisational environment-related aspects: the case of IBM. International Journal of Innovation and Learning, 9(4), 352-371.
• Lewicka, D. (2010). Zarządzanie kapitałem ludzkim w polskich przedsiębiorstwach. Metody, narzędzia, mierniki. Warszawa: Wydawnictwo Naukowe PWN.
• Lewicka, D. (2011). Kształtowanie etycznych zachowań pracowników poprzez sprawiedliwe i przejrzyste procedury personalne. Problemy Zarządzania, 9(4).
• Lewicka, D. (2013). Supporting innovation through HRM practices - importance of motivation. International Journal of Innovation and Learning, 14(2), 217-240.
• Lewicka, D. i Krot, K. (2015). The model of HRM-trust-commitment relationships. Industrial Management & Data Systems, 115(8), 1457-1480.
• Silverthorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal, 25(7), 592-599.
• MacIntosh, E.W. i Doherty, A. (2010). The influence of organizational culture on job satisfaction and intention to leave. Sport Management Review, 13(2), 106-117.
• Meyer, J.P., Stanley, D.J., Herscovitch, L. i Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: a meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20-52.
• Mount, M., Remus, I. i Johnson, E. (2006). Relationship of Personality Traits and Counterproductive Work Behaviors: The Mediating Effects of Job Satisfaction. Personnel Psychology, 59, 591-622.
• Niederman, F., Sumner, M. i Maertz, C.P. (2007). Testing and extending the unfolding model of voluntary turnover to IT professionals. Human Resource Management, 46(3), 331-347.
• Petrescu, A.I. i Simmons, R. (2008). Human resource management practices and workers' job satisfaction. International Journal of Manpower, 29(7), 651-667.
• Sanders, K., Dorenbosch, L. i de Reuver, R. (2008). The impact of individual and shared employee perceptions of HRM on affective commitment considering climate strength. Personnel Review, 37 (4), 412-425.
• Schulte, M., Ostroff, C. i Kinicki, A.J. (2006). Organizational climate systems and psychological climate perceptions: A cross-level study of climate. Journal of Occupational and Organizational Psychology, 79, 645-671.
• Spector, P. (1997). Job Satisfaction: Application, Assessment, Cause and Consequences. London: Sage Publications.
• Rong, G. i Grover, V. (2009). Keeping up-to-date with information technology: testing a model of technology knowledge renewal effectiveness for IT professionals. Information & Management, 46(7), 376-387.
• Vandenberghe, C., Bentein, K., Michon, R., Chebat, J., Tremblay, M. i Fils, J. (2007). An examination of the role of perceived support and employee commitment in employee-customer encounters. Journal of Applied Psychology, 92, 1177-1187.
• Wong, C.-S., Hui, C. i Law, K.S. (1998). A longitudinal study of the job perception-job satisfaction relationship: a test of the three alternative specifications. Journal of Occupational and Organisational Psychology, 71, 127-46.
• Zeffane, R. i Connell, J. (2003). Trust and HRM in the new millennium. International Journal of Human Resource Management, 14(1), 3-11.