Alternative Models for Antecedents and Outcomes of Work Centrality and Job Satisfaction of High-Tech Personnel

Abstract

Alternative causal models were developed, relating Work Centrality and Job Satisfaction to antecedents and outcomes. The antecedents examined were demographics and need for achievement, and the outcomes included performance, wages, organizational commitment, and career planning. The models were tested using data of Israeli high-tech personnel. Results indicated that organizational commitment, career planning, and wages were significantly affected by work centrality, while performance was positively but nonsignificantly related to it. While all models proved to be acceptable, the best model posited Job Satisfaction as an antecedent rather than an outcome of Work Centrality. It also revealed the importance of demographics for outcomes. Implications are discussed.

The relations between work centrality, psychological contracts, and job attitudes: The influence of age

“…First, by showing that work centrality is related to positive attitudes towards the job, this study contributes to the literature on work centrality, which is mainly focused on antecedents of work centrality (Mannheim, Baruch, & Tal, 1997). In addition to organization citizenship behavior, career satisfaction, and organization commitment (Aryee & Luk, 1996;20 Diefendorff et al, 2002;Witt et al, 2002), work centrality was found to influence job satisfaction, work engagement, and turnover intention.…”

Job Satisfaction and Organizational Commitment of University Teachers in Public Sector of Pakistan

“…For instance, Curry, Wakefield, Price and Mueller (1986) found no significant relationship between job satisfaction and organizational commitment. However, other researchers (Busch et al, 1998;Chiu-Yueh, 2000;Feinstein & Vondraek, 2006;Freund, 2005;Mannheim et al, 1997) found that job satisfaction was a significant predictor of organizational commitment. Some researchers argued that job satisfaction reflects immediate affective reactions to the job while commitment to the organization develops more slowly after the individual forms more comprehensive valuations of the employing organization, its values, and expectations and one's own future in it.…”

“…Some researchers argued that job satisfaction reflects immediate affective reactions to the job while commitment to the organization develops more slowly after the individual forms more comprehensive valuations of the employing organization, its values, and expectations and one's own future in it. Therefore, job satisfaction is seen as one of the determinants of organizational commitment (Mannheim et al, 1997). It is thus expected that highly satisfied workers will be more committed to the organization.…”

Development and application of a new measure of employee engagement: the ISA Engagement Scale

“…Salanova et al (2003) used an objective measure of task performance in their study of teams. Performance appraisal data are high quality, yet are difficult to obtain (Huselid & Day, 1991;Mannheim, Baruch, & Tal, 1997). A typical alternative approach is to gather self-ratings of performance.…”