A note on the relationship between affect(ivity) and differing conceptualizations of job satisfaction: Some unexpected meta-analytic findings

Kaplan, Seth A.; Warren, Christopher R.; Barsky, Adam; Thoresen, Carl J.

doi:10.1080/13594320701873264

Cited by 50 publications

(42 citation statements)

References 63 publications

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“…Theoretical approaches to measure worker SWB reflect the model used in the broader psychological sciences. In the organizational sciences, measures of job satisfaction are typically understood to capture primarily the cognitive aspects of SWB, whereas measures of job affect primarily capture the affective aspects of SWB (Kaplan et al, 2009). Multi-dimensional measures of job satisfaction include dimensions such as satisfaction with work, supervisor, colleagues, pay, communication, and promotion (Job Descriptive Index (JDI); Smith et al, 1969).…”

Section: Swb and Physiological Functioningmentioning

confidence: 99%

Employee subjective well-being and physiological functioning: An integrative model

Kuykendall

Tay

2015

Health Psychology Open

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Research shows that worker subjective well-being influences physiological functioning—an early signal of poor health outcomes. While several theoretical perspectives provide insights on this relationship, the literature lacks an integrative framework explaining the relationship. We develop a conceptual model explaining the link between subjective well-being and physiological functioning in the context of work. Integrating positive psychology and occupational stress perspectives, our model explains the relationship between subjective well-being and physiological functioning as a result of the direct influence of subjective well-being on physiological functioning and of their common relationships with work stress and personal resources, both of which are influenced by job conditions.

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Section: Swb and Physiological Functioningmentioning

confidence: 99%

Employee subjective well-being and physiological functioning: An integrative model

Kuykendall

Tay

2015

Health Psychology Open

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“…The Kunin (1955) faces scale has a strong affective component, whereas the job itself intrinsic satisfaction scale is more cognitive (see Kaplan, Warren, Barsky, & Thoresen, 2009). We wanted to balance these components and give equal weight to each of them.…”

Section: Methodsmentioning

confidence: 99%

Push and Pull Motivations for Quitting

Semmer

Baillod

Berset

et al. 2014

Zeitschrift für Arbeits- und Organisationspsychologie A&O

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Abstract. We report a new analysis of data from a multi-year study, some of which were previously published in the current journal. A longitudinal sample of 380 computer specialists was followed over two years, yielding three measures each of job satisfaction, organizational commitment, and turnover intentions, as well as actual turnover, and reasons for leaving, at Times 2 and 3. Career paths were more diverse than the classical distinction between stayers and leavers implies. Furthermore, although the largest single group of leavers cited "push" reasons, conforming to the classical withdrawal model, a sizable number were attracted to another job ("pull motivation"). In a three-wave structural equation model, job (dis)satisfaction predicted turnover, while organizational commitment exerted its influence only via its association with job satisfaction. As expected, however, attitudes predicted turnover only for participants with push motivation. Quitting, in turn, predicted an improvement in both satisfaction and commitment, indicating that it paid off for the individual. The necessity to study consequences of turnover and to distinguish between different subgroups of stayers and leavers is emphasized. Key words: turnover, job satisfaction, commitment, intention to quit, turnover motivation Push und Pull Motivation der Fluktuation: Eine Längsschnittanalyse der Antezedenzen und Folgen des Stellenwechsels über drei MesswellenZusammenfassung. Arbeitsunzufriedenheit und geringe organisationale Verbundenheit sind als Prädiktoren der Fluktuationsabsicht und des Stellenwechsels gut etabliert. Diese Vorhersage sollte aber vor allem auf Personen zutreffen, die ihre Stelle wechseln möchten, weil sie nicht zufrieden sind ("push" -motivierte Fluktuation). Hingegen sollten Arbeitszufriedenheit und organisationale Verbundenheit nicht die Stellenwechsel derjenigen vorhersagen, die mit ihrer jetzigen Tätigkeit zufrieden sind und mit dem Wechsel ein verlockendes und herausforderndes Ziel verfolgen ("pull" -motivierte Fluktuation). Dass Arbeitszufriedenheit und organisationale Verbundenheit Fluktuation nur bei Push-Motivation vorhersagen, stellt unsere zentrale Hypothese dar. Zudem gingen wir davon aus, dass dem Stellenwechsel ein Anstieg der Arbeitszufriedenheit und organisationalen Verbundenheit folgt, und zwar unabhängig von der Fluktuationsmotivation. Ü ber einen Zeitraum von zwei Jahren wurden diese Annahmen über jährliche Befragungen (drei Messzeitpunkte) geprüft, wobei alleauch diejenigen, die die Stelle gewechselt hatten -einbezogen wurden. 380 IT Spezialisten machten Angaben zu Arbeitszufriedenheit, organisationaler Verbundenheit und Fluktuationsabsicht zu allen drei Messzeitpunkten sowie zur tatsächlichen Fluktuation und zur Fluktuationsmotivation nach dem ersten und zweiten Jahr (Messzeitpunkte 2 und 3). Die erhobenen Daten -die teilweise bereits in der ZAO publiziert wurden -wurden in einem longitudinalen Strukturgleichungsmodell reanalysiert. Die Ergebnisse zeigten, dass die klassische Unterscheidung zwischen Wechseln...

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“…This distinction is important because, when a given JS satisfaction measure primarily taps the affective aspects of satisfaction, then the role of affective dispositions should be more pronounced; conversely, when the JS measure is more cognitive in nature, one would except affect influence to be less strong (Kaplan et al, 2009). Therefore it is plausible that emotion-related dispositions should be related primarily to affective constructs of JS.…”

Section: Group Evaluative Judgment Of Managers' Trait Ei and Group Jsmentioning

confidence: 93%

Managers’ Trait Emotional Intelligence and Group Outcomes: The Case of Group Job Satisfaction

Zampetakis

Moustakis

2010

Small Group Research

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The purpose of this study is to extend the emerging literature on the effects of managers’ emotional skills on group outcomes. Specifically, the authors propose and test a theoretical model that examines impact of managers’ trait emotional intelligence (EI) on group job satisfaction. Data are based on middle managers and their immediate team members from public service organizations. Results, using Bayesian path analysis, indicate that middle managers’ trait EI has a significant indirect effect on group job satisfaction via group evaluative judgment toward manager’s trait EI. Results advance the emerging literature on the effects of team leader EI on group dynamics in the context where the manager holds legitimate authority.

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A note on the relationship between affect(ivity) and differing conceptualizations of job satisfaction: Some unexpected meta-analytic findings

Cited by 50 publications

References 63 publications

Employee subjective well-being and physiological functioning: An integrative model

Employee subjective well-being and physiological functioning: An integrative model

Push and Pull Motivations for Quitting

Managers’ Trait Emotional Intelligence and Group Outcomes: The Case of Group Job Satisfaction

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