Job Satisfaction: Application, Assessment, Causes, and
                    Consequences

This article proposes that understanding public employee use of performance information is perhaps the most pressing challenge for scholarship on performance management. Governments have devoted extraordinary effort in creating performance data, wagering that it will be used to improve governance, but there is much we do not know about the factors associated with the use of that information. This article examines the antecedents of selfreported performance information use from a survey of local government managers. The results show that public service motivation, leadership role, information availability, organizational culture, and administrative flexibility all affect performance information use.

show abstract

“…(1 5 strongly disagree, 6 strongly agree; Cronbach alpha 5 .849) Reward expectation (Rainey 1983;Spector 1997) …”

Section: Appendixmentioning

confidence: 99%

The Big Question for Performance Management: Why Do Managers Use Performance Information?

Moynihan

Pandey

2010

Journal of Public Administration Research and Theory

539

501

View full text Add to dashboard Cite

show abstract

“…By aiding goal attainment, job control can promote the experience of positive emotions and generate higher levels of well-being (Lazarus, 1991). Empirical evidence provides strong support for the effects of job control (Humphrey et al, 2007) and feedback (Locke & Latham 1990;London, 2003) on job performance.Previous research shows that job characteristics such as job control and feedback can influence employee attitudes such as job satisfaction and organizational commitment (Humphrey et al, 2007;Meyer & Allen, 1997;Spector, 1997). There are also strong theoretical reasons to expect these two job characteristics to influence employee attitudes concerned with the psychological contract.…”

mentioning

confidence: 99%

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Holman¹,

Axtell²

2016

Journal of Occupational Health Psychology

View full text Add to dashboard Cite

Many job redesign interventions are based on a 'multiple mediator/multiple outcome' model in which the job redesign intervention indirectly influences a broad range of employee outcomes by changing multiple job characteristics. As this model remains untested, the aim of this study is to test a 'multiple mediator/multiple outcome' model of job redesign. Multilevel analysis of data from a quasi-experimental job redesign intervention in a call centre confirmed the hypothesized model and showed that the job redesign intervention affected a broad range of employee outcomes (i.e., employee well-being, psychological contract fulfillment, and supervisor-rated job performance) through changes in two job characteristics (i.e., job control, feedback). The results provide further evidence for the efficacy and mechanisms of job redesign interventions. Key Words; job redesign, quasi-experiment, well-being, performance, psychological contract, call centre 3 Job redesign interventions are planned change initiatives that aim to modify job characteristics as a means of enhancing employee outcomes such as well-being and job performance (Parker & Wall, 1999;Semmer, 2006). Within the literature on job redesign, there is an increasing interest in understanding why job redesign interventions lead to successful outcomes (Biron, Karinka-Murray & Cooper, 2011). One approach to examining this issue has been to establish whether a change in job characteristics is the mechanism through which job redesign interventions have their effects. Specifically, studies have tested two models of this mediational process. The first is a 'single mediator/multiple outcome' model in which a job redesign intervention influences multiple types of employee outcome (e.g., affective, behavioral and attitudinal) through a change in one job characteristic, such as job control (Bond & Bunce, 2001;Bond, Flaxman & Bunce, 2008;Logan & Ganster, 2005). The second is a 'multiple mediator/single outcome' model in which a job design intervention influences one type of employee outcome (e.g., affect) by changing multiple job characteristics such as job control, feedback and participation (Holman, Axtell, Sprigg, Totterdell, & Wall, 2009).Many job redesign interventions are based on a 'multiple mediator/multiple outcome' model in which the job redesign intervention influences a broad range of employee outcomes by making changes to multiple job characteristics (Semmer, 2008). But this model of the job redesign process has not been tested, so there is little evidence for the efficacy of job redesign interventions based on it. Indeed, it is possible that intervention-induced changes to multiple job characteristics may only affect one type of employee outcome, or that changes to multiple outcomes might only occur when a single job characteristic is changed (Bond & Bunce, 2001).The main aim of this paper is therefore to test a 'multiple mediator/multiple outcome' model of 4 job redesign intervention by examining whether a job redesign intervention can enhance a range of...

show abstract

“…10, No. 1;2014 including setting up the competency, evaluation and selection, planning for development of the replacement, a development step, and finally, the treat and remaining benefits from the manpower. These were in accordance with the previous study of Sukanya (2011: 30), which introduced the four steps of manpower management, such as 1) to search for the talent in an organization that they would like to develop (Identify Talent) by Competency Model of the Organization; 2) Developing Talent was focused on a competency and development plan for a career of success in conjunction with the Succession Planning for the important positions; 3) Evaluating Talent; and 4) Rewarding Talent at this stage, to empower the participant to create an innovation for the organization that would be fundamental, which is supported by the recent study of Krittin (2009) , which has compiled some case studies from the top five management, quality of private sector organizations in Thailand, including: 1) Shin Corporation Public Company Limited, 2) the CISCO 3) The Airports of Thailand Plc.…”

Section: Discussionmentioning

confidence: 99%

Effective Improvement of Talents Management for Continuing of Managing Government

Intarakamhang¹,

Peungposop²

2013

ASS

View full text Add to dashboard Cite

The Talent Management System or the HiPPS (High Performance and Potential System) was developed by the Office of the Civil Service Commission (OCSC) for 10 years since 2003 in Thailand. The purposes of this mixed methods research were 1) to develop of the causal relationship models of the effective talent management, 2) to investigate the percent of predict in each group, and 3) to study the current situation and to investigate strategies to improve the talent management to ensure continuity in government administration. The data were collected from five rating-scale questionnaires which the total -item correlation had been .2-.7. and α is .835-.909. The sample size were 109 talents, 96 coaches, and 100 human resource (HR) staffs who are responsible for the HiPPS system. Data was analyzed by LISREL and content analysis from 9-19 key persons in each 5 group such as executives, coaches, talents, HR staffs and former talents groups. The results indicated that 1) the causal relationship model of effective talent management for all groups were consistent with an empirical data at a strong level, 2) the person and work environment factors had positive effect and could be predicted in all groups regarding effective talent management for 48 percent in the talent group, 83 percent in the coaching group and 66 percent in the HR staff group, 3) the person and work environmental factors that influence the effective talent management, found that there are seven factors that impact in a positive way and two factors, such as positive attitudes toward the talent management, and organization commitment were a major factor that impacted directly positive influence on effective talent management, and 4) the problems of the effective talent management were 4.1) the executives didn't understand HiPPS or often change their executives, 4.2) the talents could not rotate as individual development plan and low effective coach system, 4.3) the talent development plan didn't clear and not support from organization. So, strategies of effective improvement should organize for administrative procedure as talent identifying, talent development, talent monitoring and evaluating, talent rewarding and performance management to share knowledge and innovation for continuing of public sector development.

show abstract

Job Satisfaction: Application, Assessment, Causes, and Consequences

Cited by 3,421 publications

References 0 publications

The Big Question for Performance Management: Why Do Managers Use Performance Information?

The Big Question for Performance Management: Why Do Managers Use Performance Information?

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Effective Improvement of Talents Management for Continuing of Managing Government

Contact Info

Product

Resources

About