An analysis of job characteristics, leadership, teamwork, and job satisfaction in the Cooperative Extension Service

Kruse, Sue K. Gunkel

doi:10.31274/rtd-180813-11601

Cited by 2 publications

(4 citation statements)

References 8 publications

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“…Thus, the more positive experience employees have with their teams, the more they are likely to be satisfied with their jobs (Hackman, 1987). This finding emphasizes the need for employees to work together towards a common goal, to which has been previously shown to increase job satisfaction (Kruse, 1986;Lankau, 1996;Loyd, 2005).…”

Section: Discussionsupporting

confidence: 56%

“…Research shows that teamwork is positively related to job satisfaction. For example, Kruse (1986) investigated the relationship of teamwork and job satisfaction among county staff. Teamwork was measured by peer support (extent to which behavior of county staff encouraged their own feelings of self-worth), peer team building (extent to which behavior of county staff encouraged teamwork among themselves), peer goal emphasis (extent to which behavior of county staff generated contagious enthusiasm for effective performance), peer work facilitation (extent to which staff helped each other remove roadblocks to effective performance), and group functioning (extent to which staff functioned well as a group).…”

Section: Teamwork/cooperationmentioning

confidence: 99%

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Examination of the factors that predict job satisfaction.

Shoman

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The purpose of this study was to determine the predictors of job satisfaction among three departments within an organization. The study used five predictors: leadership/top management communication with subordinates, feedback received from one's supervisor, training opportunities for employees, career opportunities within the company, and teamwork or cooperation among employees. Using data from 608 participants, the present study examined the relationships between each of these five predictors and job satisfaction. Consistent with hypotheses, each of these predictors was significantly related to job satisfaction. Moreover, leadership/top management communication with subordinates (except for one department surveyed), career opportunities within the company, and teamwork or cooperation among employees contributed most to the prediction of job satisfaction for all the departments. Implications of the findings are discussed. Table of Contents Section Page List of Tables vi vi Literature Review Job satisfaction is defined as a pleasurable or positive emotional state from the appraisal of one's job or experiences (Locke, 1976). Job satisfaction is a multidimensional construct (i.e., extrinsic, intrinsic), and will be measured in this study with several variables that will be discussed further. Literature concerning the aforementioned factors that are posited as relating to job satisfaction is reviewed below. Leadership/top management communication Supervisor-subordinate communication, also referred to as leadership communication, is essential to employees' satisfaction in the workplace (Pincus, 1986). Supervisor-subordinate communication is defined as exchanges of information between organizational members, at least one of whom has formal authority to direct and evaluate the activities of other organizational members (Jablin, 1979). Communication has been found to clarify the role of subordinates and remove obstacles in their paths (Schuler, 1979); if this is not done properly, employees are likely to be uncertain about their roles and face barriers. When supervisors communicate with their employees, there is a mutual understanding of goals and the direction of the company, and those employees whose supervisors provide information are more satisfied with their jobs than employees whose

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Section: Discussionsupporting

confidence: 56%

Section: Teamwork/cooperationmentioning

confidence: 99%

Examination of the factors that predict job satisfaction.

Shoman

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“…Prior research of manager and leader succession is confined primarily to private businesses, athletic teams, medical institutions and K-12 educational environments. CEO succession in higher education institutions cannot be necessarily equated to these organizations (Kruse, 1986;Green, 1982;Corson, 1979). A tradition of decentralized decision making, ambiguous goals, and faculty allegiance to academic discipline rather than institutional loyalty characterize educational institutions.…”

Section: Suocession In Educationmentioning

confidence: 99%

“…Bensimon (1984) reported and Cohen and Brawer (1984) (Fields, 1962). Bensimon, Neumann and Birnbaum (1989) (Green, 1982;Kruse, 1986;Corson, 1979). This section reviews selected literature on succession and the CEO, and on succession and governing boards.…”

Section: Significance Of the Studymentioning

confidence: 99%

A grounded theory of community college chief executive officer succession

Kirkland

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An analysis of job characteristics, leadership, teamwork, and job satisfaction in the Cooperative Extension Service

Cited by 2 publications

References 8 publications

Examination of the factors that predict job satisfaction.

Examination of the factors that predict job satisfaction.

A grounded theory of community college chief executive officer succession

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