Effect of Job Type on Perspective Index

2015

ABAS

Self Cite

In this study, data was obtained from a questionnaire of 354 workplace leaders and 3,116 workers at 97 workplaces in Japan's electrical and electronics industry, which was used to examine relationships among a perspective index, job satisfaction, and desire to leave one's job (i.e., turnover candidacy). Takahashi, mainly targeting white-collar workers, noted that a perspective index has a mostly linear, positive relationship with job satisfaction, and a mostly linear, negative relationship with turnover candidacy. In this study, a similar relationship is identified in leaders and workers on the shop floor (gemba in Japanese). The job satisfaction level of the gemba leaders was almost the same as that realized by Takahashi (1997), but the job satisfaction level among manufacturing workers generally tended to be higher. Moreover, turnover candidacy among manufacturing workers was lower than that realized by Takahashi (1997).

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Perspective Index of Production Workers

2015

ABAS

Self Cite

“…In fact, there is a great deal of research on job satisfaction and related factors (e.g., Inamizu, 2015;Okada & Inamizu, 2014;Takahashi, Ohkawa, & Inamizu, 2014a;Takahashi, Ohkawa, & Inamizu, 2014b). However, according to Schaufeli and Bakker (2010), while there is much overlap with job satisfaction, WE and job satisfaction are two different concepts.…”

Section: Introductionmentioning

confidence: 99%

Job performance explains work engagement

Makishima²

2018

ABAS

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This study analyzes the relationship between work engagement (WE) and job performance based on data from 3,296 individuals obtained in an internet survey. First, the analysis was conducted with WE as an explanatory variable, as well as with job performance, which was measured as the difference in personal and workmate evaluations, as an objective variable, and yet no clear relationship was found. Job performance was then used as an explanatory variable and WE as an objective variable, and that analysis discovered a clear inverse U relationship between the two. In other words, WE is low when job performance is low or high, and high when job performance is in the middle range. Also, when an analysis was done with the prediction that sum of, rather than differences in, personal and workmate assessments will have a strong relationship with WE, it was found that there was a clear, positive linear relationship between the two. In other words, the a) Graduate School of Economics, University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo, Japan, inamizu@e.u-tokyo.ac.jp b) Future Work Style Strategy Division, OKAMURA CORPORATION, 3-3-1 Tenri Bldg, 1-4-1 Kitasaiwai, Nishi-ku, Yokohama, Kanagawa, Japan, Mitsuru_Makishima@okamura.co.jp A version of this paper was presented at the ABAS Conference 2018 Summer (Inamizui, 2018). © 2018 Nobuyuki Inamizu and Mitsuru Makishima. This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted reuse, distribution, and reproduction in any medium, provided the original work is properly cited. ADVANCE PUBLICATIONInamizu and Makishima 2 more a person highly evaluates not only oneself but also one's workmates, the higher the WE. Existing studies tend to believe that WE heightens job performance, yet this study indicates that the converse is perhaps true in this cause and effect relationship. It also suggests that WE increases as one builds healthy relationships with workmates, evaluates them highly, and works hard and competes in a friendly manner with them.

“…For example, Takahashi, Okawa, & Inamizu (2014a, 2014b) conducted a longitudinal study of a certain corporation's restructuring to show that a spurious correlation may exist between job satisfaction and self-determination (a construct of intrinsic motivation) and further suggested that the perspective index is a true factor in job satisfaction. In fact, many studies have shown the perspective index to be a factor in job satisfaction (Inamizu, 2015a;Okada & Inamizu, 2014;Tahakashi, 1997Tahakashi, , 2013Tahakashi, , 2014.…”

Section: Introductionmentioning

confidence: 99%

Spurious Correlation between Work Environment and Job Satisfaction

2016

ABAS

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This study conducted a questionnaire survey of all employees at a company that moved its office location, both before and after the move. Results of the survey showed that while work environment satisfaction rose significantly because of the office move, there was no significant change in job satisfaction (in fact, some deterioration was observed). In addition, there was no significant change in the perspective index, which is regarded as a factor in job satisfaction, after the move. Existing studies on offices have asserted that job satisfaction increases along with work environment satisfaction. These results, however, made it difficult to posit such simple causation, showing the need for further testing and consideration.