Organizational Conditioning of Job Satisfaction : a Model of Job Satisfaction

• Autorzy: Marcin Wnuk
• Języki publikacji: EN

Abstrakty

EN

Job satisfaction is an important predictor of job switching. Knowledge of the predictors of job satisfaction offers business owners and management staff the ability to shape the work environment so that the most valuable, loyal, and experienced employees can be retained in the company. The objective of this project is to test a model of job satisfaction based on person-organization fit (P-O fit), perceived organizational support (POS), and perceived supervisor support (PSS). The study examines whether PSS directly relates to employee job satisfaction or whether P-O fit or POS mediate in this relationship. Additionally, it is examined whether POS is a moderating variable between P-O fit and job satisfaction. The study was conducted using a sample 484 employees of a company in the IT sector. It turns out that POS, and P-O fit to the organization are variables that act as partial mediator between PSS and job satisfaction. The relationship between PSS and POS is both direct and indirect. P-O fit is a partial mediator of this relationship, while POS is both a partial mediator and a moderator between P-O fit and job satisfaction. Among employees who POS to be high, consistency between an employee's and the organization's values is indirectly connected with job satisfaction, whereas among employees who POS to be low, this relationship is both direct and indirect. In their operations, employers should focus on shaping managers' attitudes towards their subordinates in an appropriate direction, as managers significantly influence employees' perceived organizational support and job satisfaction. (original abstract)

Słowa kluczowe

EN

Job satisfaction; Working condition

PL

Zadowolenie z pracy; Warunki pracy

• Czasopismo: Contemporary Economics
• Rocznik: 2017
• Tom: 11
• Numer: nr 1
• Strony: 31--43

Twórcy

autor

Marcin Wnuk

• Adam Mickiewicz University in Poznań, Poland

Bibliografia

• Baron R.M., & Kenny D.A. (1986). The moderatormediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
• Bedyńska S., & Książek M. (2013). Statystyczny drogowskaz 3. Praktyczny przewodnik wykorzystania modeli regresji oraz równań strukturalnych [Statistical signpost 3. The statistical guide to the use of regression models and structural equation]. Warsaw: Publisher Academic Crux: School of Social Sciences.
• Blau P.M. (1964). Exchange and power in social life. New York, NY: Wiley.
• Boxx W.R., Odom R.Y., & Dunn M.G. (1991). Organizational values and value congruency and their impact on satisfaction, commitment, and cohesion. Public Personnel Management, 20(1), 195-205.
• Brown S.P., & Peterson R.A. (1993). Antecedents and consequences of salesperson job satisfaction: Meta- analysis and assessment of causal effect. Journal of Marketing Research, 30, 63-77.
• Browne M.W., & Cudeck R. (1993). Alternative ways of assessing model fit. In: K.A. Bollen & J.S. Long (Eds.), Testing structural equation models (pp. 136-162). Newsbury Park, CA: Sage.
• Byrne B.M. (1994). Structural equation modeling with EQS and EQS/Windows. Thousand Oaks, CA: Sage Publications.
• Cable D.M., & DeRue D.S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875-884.
• Cammann C., Fichman M., Jenkins D., & Klesh J. (1979). The Michigan Organizational Assessment Questionnaire (Unpublished manuscript).
• Chatman J.A. (1991). Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36(3), 459-484.
• Chen C.C., & Chiu S.F. (2008). An integrative model linking supervisor support and organizational citizenship behavior. Journal of Business and Psychology, 23(1), 1-10.
• Dawley D., Houghton J.D., & Bucklew N.S. (2010). Perceived organizational support and turnover intention: The mediating effects of personal sacrifice and job fit. The Journal of Social Psychology, 150(3), 238-257.
• Dirk K.T., & Ferrin D.L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.
• Eisenberger R., Huntington R., Hutchison S., & Sowa D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507.
• Eisenberger R., Cummings J., Armeli S., & Lynch P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82(5), 812-820.
• Eisenberger R., Stinglhamber F., Vandenberghe C., Sucharski I.L., & Rhoades L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565-573.
• Erdogan B., Kraimer M.L., & Liden R.C. (2004). Work value congruence and intrinsic career success: the compensatory roles of leader-member exchange and perceived organizational support. Personnel Psychology, 57(2), 305-332.
• Galletta M., Portoghese I., Penna M.P., Battistelli A., & Saiani L. (2011). Turnover intention among Italian nurses: The moderating roles of supervisor support and organizational support. Nursing and Health Sciences, 13(2), 184-191.
• Gutierrez A.P., Candela L.L., & Carver L. (2012). The structural relationships between organizational commitment, global job satisfaction, developmental experiences, work values, organizational support, and person-organization fit among nursing faculty. Journal of Advanced Nursing, 68(7), 1601-1614.
• Harris R.B. Harris K.J., & Harvey P. (2007). A test of competing models of the relationships among perceptions of organizational politics, perceived organizational support, and individual outcomes. The Journal of Social Psychology, 147(6), 631-655.
• Hutchison S. (1997). A path model of perceived organizational support. Journal of Social Behavior and Personality, 12(1), 159-174.
• Iplik F.N., Kilic K.C., & Yalcin A. (2011). The simultaneous effects of person-organization and person-job fit on Turkish hotel managers. International Journal of Contemporary Hospitality Management, 23(5), 644- 661.
• Kline R.B. (1998). Principles and practice of structural equation modeling. New York, NY: Guilford Press.
• Kottke J.L., & Sharafinski C.E. (1988). Measuring perceived supervisory and organizational support. Educational and Psychological Measurement, 48(4), 1075-1079.
• Lauver K.J., & Kristof-Brown A. (2001). Distinguishing between employees' perceptions of person-job and person-organization fit. Journal of Vocational Behavior, 59(3), 454-470.
• Levinson H. (1965). Reciprocation: The relationship between man and organization. Administrative Science Quarterly, 9(4), 370-390.
• Liu B., Liu J., & Hu J. (2010). Person-organization fit, job satisfaction, and turnover intention: An empirical study in the Chinese public sector. Social Behavior and Personality, 38(5), 615-626.
• Maden C., & Kabasakal H. (2014). The simultaneous effects of fit with organizations, jobs and supervisors on major employee outcomes in Turkish banks: does organizational support matter? The International Journal of Human Resource Management, 25(3), 341-366.
• Mitchell T.R., Holtom B.C., Lee T.W., Sablynski C.J., & Erez M. (2001). Why people stay: using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102-1122.
• Narayanan S.S., & Sekar P.C. (2009). A Person-organization fit study of college work culture and its impact on behavioural intentions of teachers. Asia Pacific Management Review, 14(2), 121-136.
• Netemeyer R.G., Boles J.S., McKee D.O., & McMurrian R. (1997). An investigation into the antecedents of organizational behaviors in a personal selling context. Journal of Marketing, 61(3), 85-98.
• O'Reilly C.A., Chatman J.A., & Caldwell D.M. (1991). People and organizational culture: A q-sort approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487-516.
• Park J.S., & Kim T.H. (2009). Do types of organizational culture matter in nurse job satisfaction and turnover intention? Leadership in Health Services, 22(1), 20-38.
• Piasentin K.A., & Chapman D.S. (2007). Perceived similarity and complementarity as predictors of subjective person-organization fit. Journal of Occupational and Organizational Psychology, 80(2), 341-354.
• Podsakoff P.M., MacKenzie S.B., & Bommer W.H. (1996). Meta-analysis of the relationships between Kerr and Jemier's substitutes for leadership and employee attitudes, role perceptions, and performance. Journal of Applied Psychology, 81(4), 380-399.
• Preacher K.J., Rucker D.D., & Hayes A.F. (2007). Addressing moderated mediation hypotheses: theory, methods, and prescriptions. Multivariate Behavioral Research, 42(1), 185-227.
• Preacher K.J., & Hayes A.F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879-891.
• Rhoades L., Eisenberger R., & Armeli S. (2001). Affective commitment to the organization: the contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825-836.
• Rhoades L., & Eisenberger R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714.
• Schaubroeck J., & Fink L.S. (1998). Facilitating and inhibiting effects of job control and social support on stress outcomes and role behavior: A contingency model. Journal of Organizational Behavior, 19(2), 167-195.
• Shore L.M., & Tetrick L.E. (1991). A construct validity study of the survey of perceived organizational support. Journal of Applied Psychology, 76(5), 637-643.
• Shore L.M., & Shore T.H. (1995). Perceived organizational support and organizational justice. In: R.S. Cropanzano & K.M. Kacmar (Eds.), Organizational politics, justice, and support: Managing the social climate of the workplace (pp. 149-164). Westport, CT: Quorum.
• Tanova C., & Holtom B.C. (2008). Using job embeddedness factors to explain voluntary turnover in four European countries. The International Journal of Human Resource Management, 19(9), 1553-1568.
• Vilela B.B., González J.A.V., & Ferrín P.F. (2008). Person-organization fit, ocb and performance appraisal: Evidence from matched supervisorsalesperson data set in Spanish context. Industrial Marketing Management, 37(8), 1005-1019.
• Werbel J.D., & Gilliland S.W. (1999). The use of person-environment fit in the selection process. In: G. Ferris (Ed.), Research in personnel and human resources management, (Vol. 17, pp. 209-245). Greenwich, CT: JAI Press.
• Westerman J.W., & Cyr L.A. (2004). An integrative analysis of person-organization fit theories. International Journal of Selection and Assessment, 12(3), 252- 261.
• Yoon J., Han N.C., & Seo Y.J. (1996). Sense of control among hospital employees: An assessment of choice process, empowerment, and buffering hypotheses. Journal of Applied Social Psychology, 26(8), 686-716.
• Yoon J., & Lim J.C. (1999). Organizational support in the workplace: The case of Korean hospital employees. Human Relations, 52(7), 923-945.

Identyfikatory

DOI

10.5709/ce.1897-9254.227