Effect of worker orientation differences on job attitude correlates.

Abstract

Correlations between various worker attitudes and job motivation, performance, and absenteeism were examined for 290 skilled and semiskilled papermakers. The hypothesis that significant relationships occur more frequently for those employees least job involved was supported, inasmuch as they accounted for 84% of the significant correlations. Further analyses disclosed twice as many associations for skilled as for semiskilled employees. Thus, highly involved employees, more intrinsically oriented toward their job, did not manifest satisfactions commensurate with company evaluations of performance; they depended more on intrinsic rewards. Those employees more detached from the job itself were more extrinsic in orientation and experienced gratifications more in line with company performance assessments due to their greater dependence on extrinsic rewards.It has been surprisingly difficult to demonstrate appreciable relationships between work performances and the satisfactions supposedly inherent in them (Ronan, 1970). Despite frequent disappointments, research in this area continues. These efforts seem to be based on the unacceptable premise that although performance and attitude are often unlike, they should not be. Even when similarities are found, they are often barely significant (Vroom, 1964).This study examines the correlational issue further by directing attention to the job incumbent and his work orientation. The theoretical emphasis on intrinsic-extrinsic factors of job satisfaction (Herzberg, Mausner, & Snyderman, 1959) and the proposition that intrinsic and extrinsic rewards serve as satisfaction-performance moderators (Lawler & Porter, 1967) have prompted much needed research on some vital issues. However, the conceptual confusion that results from the finding that job satsfaction can originate from either job-related (intrinsic) or situational (extrinsic) features (Burke, 1966) and the inability to operationalize intrinsic rewards 1 The author would like to express his appreciation to Dennis W. Organ and H. J. Reitz for their insightful comments on an earlier version of this article.

The Mediating Role of Job Involvement in the Relationship Between Job Characteristics and Organizational Citizenship Behavior

“…Because job involvement can affect the degree of an employee's effort and motivation (Holmes & Srivastava, 2002) and some important OCB antecedents (e.g., job satisfaction), it follows that job involvement may affect OCB (Diefendorff et al). Moreover, Wood (1974) pointed out that employees with high job involvement are more independent and self-confident-they not only conduct their work in accordance with the job duties required by the company but are also more likely to do their work in accordance with the employees' perception of their own performance. Wood went a step further and suggested that job involvement originates in intrinsic satisfaction and thus should be related to job performance that provides intrinsic rewards (i.e., helping behavior or OCB).…”

Job Involvement as Predictor of Employee Commitment: Evidence from Pakistan

“…This clearly indicates the role of work and job design in enhancing job involvement. It is also clear that employees with high job involvement are more self-determining and self-assured (Wood, 1974). Job involvement can be linked to decision-making and decision to produce (March & Simon, 1958).…”

“…Reviewing several studies related to job involvement and organizational commitment revealed correlations of (r = 0.50) between job involvement and job satisfaction, job satisfaction and organizational commitment and correlation between organizational commitment and job involvement (Cheloha & Farr, 1980;Gechman & Wiener, 1975;Hall & Schneider, 1972;Mowday, Porter & Steers,1982;Mowday, Steers, & Porter, 1979;Rabinowitz & Hall, 1977;Weissenberg & Gruenfeld, 1968;Wood, 1974).…”

“…The focus of organizational commitment is on individual employee and it highlights the extent to which one identifies with and deeply involved in with organization (Porter, Steers, Mowday & Boulian;1974). Researchers also worked on different aspects of commitment during last several years (Fukami & Larsen, 1984;Morrow, 1983;Reichers, 1985).…”

Psychological and Organizational Climate: Dimensions and Relationships

“…Also included were measures --reflecting confidence and trust between supervisors and subordinates (Flacks, 1969;Sells, 1968a;Wood , 1974).…”