A Meta-Analysis of the Relationships Between Individual Job Satisfaction and Individual Performance

Petty, M. M.; McGee, Gail W.; Cavender, Jerry W.

doi:10.5465/amr.1984.4277608

Cited by 421 publications

(180 citation statements)

References 30 publications

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“…These researchers found support for the performance-causes-satisfaction theory. However, Petty et al (1984) found that this relationship may be moderated by job level since stronger relationships were found for employees at higher levels in the organization. Vanderberg and Lance (1992) tested four hypotheses for job satisfaction: commitment causes satisfaction, satisfaction causes commitment, commitment and satisfaction are reciprocally related, and there is no causal relationship.…”

Section: Literature Reviewmentioning

confidence: 93%

“…Researchers studied whether satisfaction causes performance (Vroom, 1964;Schwab and Cummings, 1970;Filley et al, 1976;Organ, 1977) or whether performance causes satisfaction (Brayfield and Crockett, 1955;Vroom, 1964;Lawler and Porter, 1967). According to Petty et al (1984), by the mid-1980s, the issue still had not been resolved. These researchers found support for the performance-causes-satisfaction theory.…”

Section: Literature Reviewmentioning

confidence: 99%

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Job satisfaction of managers in Cyprus

Droussiotis

Austin

2007

EuroMed Journal of Business

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to identify job satisfaction issues for managers from large organizations in Cyprus. It aims at identifying Cypriot managers' areas and levels of job satisfaction and developing recommendations for ways Cypriot managers can improve job satisfaction. Design/methodology/approach -Primary data are collected from a questionnaire using closed ended questions. Data analysis methods used include frequency distributions, factor analysis and regression analysis. Findings -Results indicate that there are three areas that influence the job satisfaction levels for managers in Cyprus: self-fulfillment, independence, and job environment. It appears that managers in the private sector experience higher levels of job satisfaction in issues regarding their self-fulfillment. In addition, managers supervising large numbers of employees have higher job satisfaction levels for elements in their job environment than managers with smaller numbers of subordinates. Research limitations/implications -This study is limited to Cypriot managers in large organizations in Cyprus.Originality/value -This is believed to be the first study to look at job satisfaction levels in Cyprus. These results provide some information that may be useful to employers in Cyprus as they work to ensure their managers experience high levels of satisfaction with their jobs.

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Section: Literature Reviewmentioning

confidence: 93%

Section: Literature Reviewmentioning

confidence: 99%

Job satisfaction of managers in Cyprus

Droussiotis

Austin

2007

EuroMed Journal of Business

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“…Job satisfaction is defined as a positive and pleasurable state resulting from an individual’s job appraisal or job experience (Locke, 1976). Job satisfaction is a dominant subject in organizational research due to its importance for individual and organizational health and well-being, and continued functioning, which has been well established (for reviews, see: Petty et al, 1984; Iaffaldano and Muchinsky, 1985; Loher et al, 1985; Blegen, 1993; Brown and Peterson, 1993; Judge et al, 2002; Faragher et al, 2005; Zangaro and Soeken, 2007), making it by far the most examined construct in organizational literature (Spector, 1997). …”

Section: Introductionmentioning

confidence: 99%

Illegitimate Tasks as an Impediment to Job Satisfaction and Intrinsic Motivation: Moderated Mediation Effects of Gender and Effort-Reward Imbalance

2016

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The current work examines a contemporary workplace stressor that has only recently been introduced into the literature: illegitimate tasks. Illegitimate tasks are work tasks that violate identity role norms about what can reasonably be expected from an employee in a given position. Although illegitimate tasks have been linked to employee well-being in past work, we know little about the potential explanatory mechanisms linking illegitimate tasks to work-relevant negative psychological states. Using a sample of 213 US-based employees of mixed occupations and a cross-sectional design, the present study examines job satisfaction and intrinsic motivation as outcomes of illegitimate tasks. Additionally, we examine perception of effort-reward imbalance (ERI) as a potential mediating mechanism through which illegitimate tasks relate to job satisfaction and intrinsic motivation, highlighting a possible pathway by which these relationships are functioning. Finally, we explore gender as a socially constructed variable that could contribute to variation in responses to illegitimate tasks and moderate the mediated link between illegitimate tasks and outcomes. Results indicated that illegitimate tasks were significantly related to job satisfaction and intrinsic motivation both directly and indirectly through perceptions of ERI in the predicted directions. Moreover, a moderated-mediation effect was found such that male workers reacted more than female workers to illegitimate tasks through the mechanism of perceived ERI.

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“…These combined conditions appear to have led to increased supervisor ambiguity, which has negatively impacted upon the affective commitment of nurses. This is a major concern for managers regarding retaining those healthcare workers in short supply, such as nurses and doctors, because previous research has identifi ed the signifi cant relationship between organisational effectiveness and turnover (Goris et al, 2000;Petty, McGee, & Cavender, 1998). Further, according to Drucker (2006) and Covey (2006), control management practices traditionally used in bureaucratic organisations are not congenial for retaining professionals whose skills and knowledge provide them with greater employment alternatives.…”

Section: Discussionmentioning

confidence: 96%