A comparison of the effect of job demand, dicision latitude, role and supervisory style on self-reported job satisfaction

Lobban, Raymond K.; Husted, Janice; Farewell, Vernon

doi:10.1080/02678379808256871

Cited by 21 publications

(13 citation statements)

References 29 publications

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“…This contradicts previous research reporting that large organizations create more stress for employees, however, this finding may not be applicable to hospital entities (Hall, 1992). As well, other researchers have reported that organizational size was not related to job stress (Greer & Castro, 1986;Hashemi, 1983;Lobban, Husted, & Farewell, 1998).…”

Section: Administration In Social Workmentioning

confidence: 91%

Job Stress Among Academic Health Center and Community Hospital Social Workers

Gellis

2001

Administration in Social Work

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Section: Administration In Social Workmentioning

confidence: 91%

Job Stress Among Academic Health Center and Community Hospital Social Workers

Gellis

2001

Administration in Social Work

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“…Such clarity is not always apparent on entry to an organization or during early adjustment (van Sell et al, 1981), particularly when the entrant is unsure of managerial or supervisory expectations (Olk & Friedlander, 1992). Entry stressors such as role ambiguity have been associated with job dissatisfaction (Lobban et al, 1998;O'Driscoll & Beehr, 2000;Saks & Ashforth, 2000;Schaubroeck, Cotton, & Jennings, 1989) and distress (Barling & MacIntyre, 1993;O'Driscoll & Beehr, 2000). Entry stressors may be influenced directly by the support received in the workplace (Decker & Barling, 1995;Lee & Ashforth, 1993) and the control perceived (O'Driscoll & Beehr, 2000).…”

Section: Work Characteristicsmentioning

confidence: 95%

“…Managerial support is perhaps the most important source of support in the work environment and has been noted to have a range of direct, indirect and moderational effects on role stress and emotional strain outcomes (Moyle, 1998). Direct effects of managerial support are reported on emotional distress (Holahan & Moos, 1981;Peeters & le Blanc, 2001), job satisfaction (Lobban, Husted, & Farewell, 1998), role ambiguity and clarity (Decker & Barling, 1995;Schmeider & Smith, 1996), job characteristics such as demands (Borg, Kristensen, & Burr, 2000) and control (van Sell, Brief, & Schuler, 1981), somatic health (Schmeider & Smith, 1996) and absenteeism (Eastburg, Williamson, Gorsuch, & Ridley, 1994). Other indirect or mediational effects are also seen.…”

Section: Work Characteristicsmentioning

confidence: 97%

“…For example, the effect of social support on physical health is mediated by demand (Borg et al, 2000). The positive effects of supervisory support on job satisfaction may be mediated by role stress variables and job characteristic variables such as demands and decision latitude (Lobban et al, 1998). While managerial support may mitigate the effects of strain (Viswesvaran, Sanchez, & Fisher, 1999), such interactive effects are not always seen (Rahim & Psenicka, 1996).…”

Section: Work Characteristicsmentioning

confidence: 97%

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Exploring the Michigan model: The relationship of personality, managerial support and organizational structure with health outcomes in entrants to the healthcare environment

2005

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Few studies have examined the role of managerial support in the adaptation of entrants to healthcare. The purpose of this study was to identify the job characteristic and role-related variables that mediate the effects of managerial support and personality on the mental and physical health and sickness absence in two independent groups of new recruits to a healthcare organization. Entrants to a healthcare environment (student nurses) were surveyed 25 weeks after entry. Latent variables represented neuroticism, demand, control, role clarity and affective outcome variables in a simplified version of the Michigan model of work stress (House, 1981). This study used a two-stage approach to structural equation modelling, exploring hypothesized structural models on an initial data set (N 0/ 195) prior to confirmation on an independent replication data set (N 0/239) using multi-sample methods. Finally the confirmed model of choice was evaluated using the combined data (N0/434). Emotional distress reported at 6 months was found to be associated with dispositional characteristics of the entrant and indirectly, via job satisfaction, with managerial support from academic and clinical sources. Managerial support from academic and clinical sources had an indirect influence on job satisfaction, but by differing mechanisms involving role clarity and control. The demands perceived by the entrants arose from neuroticism and were independent of any other variable. Emotional distress had its deleterious association with sickness absence via somatic health. This study details a series of mechanisms that will subsequently be tested longitudinally.

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“…In die literatuur is die volgende organisatoriese stressors geïdentifiseer: onvoldoende administratiewe steun (Fontana, 1994) lang ure (Sparks, Cooper, Fried & Shiron (1997) swak salaris (Kum, Kervin, Clarke, Reid & Seirola, 1998) "red tape" en prosedures (Fontana, 1994) onsekerheid en onveiligheid (Fontana, 1994) tipe organisasie (Melin, Lundberg, Soderland en Granqvist, 1999) Wat werksverwante stressors betref, is die volgende in die literatuur gevind: rolkonflik, roldubbelsinnigheid en rolverwarring (Hammer, Allen & Grigsby, 1997) oorlading, onderlading (Steward & Balling, 1996) onrealistiese eise (Pentti & Uutela, 1996) min insae in besluitneming (Steward & Balling, 1996) toesighouers (Lobban, Husted & Farewell, 1998) kollegas (Burke, Greengloss & Konarski, 1997) min verskeidenheid (Fontana, 1994) swak kommunikasie (Fontana, 1994) swak leierskap (Fontana, 1994) tegnologie (Rice, 1992) interpersoonlike konflik (Narayanan et al, 1999) Die taakverwante stressors is soos volg: verantwoordelikheid (Statt, 1994) interaksie tussen kliënte en ondergeskiktes (Fontana, 1994) onduidelike take (Hackman, Hoffman, Moos, Osipow & Tornatzky, 1986) Navorsing het egter ook getoon dat sekere persoonlikheidstrekke 'n groter predisposisie ten opsigte van die negatiewe effekte van stres het. Die tipe A-persoonlikheid word gedefinieer as 'n aantal korrelerende gedragspatrone wat ongeduld, noodsaaklikheid van tyd, kompetisie en strewe na prestasie tot gevolg het (Lussier, 1993).…”

Section: Stresunclassified

’n Ondersoek na die bronne van werkstevredenheid en werkstres onder middelvlakbestuurders in die Wes-Kaap

Strydom

Meyer

2002

SA j ind psychol

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It is of great importance to any organization to determine the factors that cause and reinforce job satisfaction, job dissatisfaction and job stress. Middle level management is responsible for the implementation of plans and programmes. They simultaneously serve as manager and supervisor, and can then be seen as the bridge between the policymakers and the staff who implement the policies.The general aim of the study is to investigate the different attitudes and perceptions of middle level managers with regard to sources of job satisfaction and sources which contribute to job dissatisfaction and job stress. With a knowledge of these, an organization will benefit from a middle level manager who experiences job satisfaction with a minimum of job stressors. Such an organization can effectively utilise and mobilise their human resources and will be better in reaching long-term goals through a motivated and effective management team.With regards to the study, it was decided to make use of triangulation by which quantitative and qualitative research methods are used, with the target population being all middle level managers in the Western Cape region. Thematic analysis is used on the qualitative level to identify the possible sources of job satisfaction, dissatisfaction and stress.This method is quantitatively supported by a determination of the frequencies and percentages of subject responses by means of semistructured interviews. In the quantitative analysis, use was made of content analysis to form a number of manageable categories which would reflect the range of responses. The researcher pointed out that although they were not used in diffracting between the middle level managers, the following dependent variables were also kept in mind. Area in Western Cape where they worked, race, age, work experience, culture, income, qualifications and marital status.In both the qualitative and quantitative analyses, it was found that success and/or achievements are rated as the most important source of job satisfaction. Quantitative data showed however that the attainment of goals is just as an important source of job satisfaction. The same trend was not found in the qualitative data.Financial reward was also found to be an important source of job satisfaction. The qualitative results showed however that the work itself, the conditions in which middle level managers must work, and the role of subordinates and clients, play a greater role in job satisfaction than financial rewards.In the qualitative and quantative analysis of the sources that contribute to job dissatisfaction, conflicting results were found. The quantitative data showed interpersonal relationships to be the biggest contributing factor of job dissatisfaction. In contrast, analysis of the quantitative data found that a poor salary, internal politics and bad management practices by the superior were the main sources of job dissatisfaction. This tendency can be attributed to the supporting nature of the qualitative data.Analysis of qualitative and quantitative da...

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A comparison of the effect of job demand, dicision latitude, role and supervisory style on self-reported job satisfaction

Cited by 21 publications

References 29 publications

Job Stress Among Academic Health Center and Community Hospital Social Workers

Job Stress Among Academic Health Center and Community Hospital Social Workers

Exploring the Michigan model: The relationship of personality, managerial support and organizational structure with health outcomes in entrants to the healthcare environment

’n Ondersoek na die bronne van werkstevredenheid en werkstres onder middelvlakbestuurders in die Wes-Kaap

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