Non-Work Factors and Job Satisfaction Revisited

Liou, Kuotsai Tom; Sylvia, Ronald D.; Brunk, Gregory G.

doi:10.1177/001872679004300105

Cited by 34 publications

(24 citation statements)

References 8 publications

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“…The personality variables which have been found to be related to job satisfaction include an individual ' s self-esteem (which refers to the extent to which an individual has a positive or a negative view of himself or herself) (Locke, 1976), coping with stress (Scheier et al, 1986), locus of control (which refers to an individual ' s perception of the source of his or her destiny) (Stout et al, 1987;Surrette & Harlow, 1992), patience or tolerance (Bluen et al, 1990), and social trust (Liou et al, 1990). Most of these personality traits are regarded as indicative of people experiencing well-being.…”

Section: Job Satisfactionmentioning

confidence: 99%

Workplace spirituality and job satisfaction

Walt

Klerk

2014

International Review of Psychiatry

112

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In order to obtain an improved understanding of behaviour at work, employees should be studied from physical, psychological, and spiritual dimensions. Although the physical and psychological dimensions of individuals at work have been studied extensively, the spiritual dimension has been neglected for many years. The objective of the current research was to determine the relationship between workplace spirituality and a positive attitude related to work, that is, job satisfaction. A cross-sectional study was conducted with a sample of 600 white-collar workers, chosen from two organizations in different industries in South Africa. The research results indicate that there is a positive relationship between workplace spirituality and job satisfaction. These fi ndings deepen the understanding of personal spirituality, organizational spirituality, and job satisfaction. They bring new insights into the signifi cant role which spirituality plays in the context of the workplace. To survive in the 21st century, organizations need to be spiritually based. This, in turn, will lead to workers being satisfi ed with their entire work experience.

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Section: Job Satisfactionmentioning

confidence: 99%

Workplace spirituality and job satisfaction

Walt

Klerk

2014

International Review of Psychiatry

112

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“…Accordingly, to induce greater motivational force, employers need to provide promising links between employee performance and the reward system. An abundance of literature has linked extrinsic rewards such as pay (Eskildsen et al, 2004;Liou et al, 1990;Ting, 1997) and fringe benefits (Barber et al, 1992) to increased job satisfaction. Thus, extrinsic reward is expected to have a positive impact on employee satisfaction.…”

Section: Esi Antecedentsmentioning

confidence: 99%

The development and empirical validation of the Employee Satisfaction Index model

Hsu

Wang

2008

Total Quality Management & Business Excellence

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People are the most important asset of any organisation' is a highly over-used and under-believed statement. We spend an inordinate amount of time and energy focusing on customer experience, without giving thought to employee satisfaction. Yet employee satisfaction is paramount, because it will determine the success or failure of what the customer experiences. This study proposes an Employee Satisfaction Index (ESI) model with an aim of simplicity, diagnostics and comparability that can explore the causal relationship of employee satisfaction. We surveyed 132 employees working for a high-tech firm. High-tech firms often find themselves operating in business environments fraught with unprecedented, unparalleled, unrelenting, and largely unpredictable change. Therefore, a company's success depends on its ability to attract and continually motivate their employees to contribute their knowledge. Partial Least Squares (PLS) was used to test the theoretical model and to derive an ESI score.

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“…Secondly, satis®ed workers engage in more job-related prosocial behaviors (Organ and Konovsky, 1989) and have higher levels of life satisfaction (Liou, Sylvia and Brunk, 1990). Finally, job satisfaction has been shown to increase with the implementation of a TQM program (Harber, Marriott and Indrus, 1991).…”

Section: Tqm Implementation and Work Outcomesmentioning

confidence: 99%

The measurement of TQM principles and work-related outcomes

Morrow

1997

J. Organiz. Behav.

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SummaryBuilding on the work of Dean and Bowen (1994), this paper proposes measures of the extent to which three TQM principles (i.e. customer focus, continuous improvement, and teamwork) have become an integral part of an organization's culture. The measures are also used to examine the relationship between the implementation of TQM principles and work-related outcomes, to include job satisfaction, communication, and perceptions of the work environment. Results derived from a survey of 2249 employees of a large midwestern organization indicated that reasonably reliable and distinct measures were developed and that the adoption of TQM principles was associated with more favorable work-related outcomes. Further research to verify the psychometric properties of these measures and to determine whether TQM principles impact on`harder' measures of organizational performance is recommended.

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Non-Work Factors and Job Satisfaction Revisited

Cited by 34 publications

References 8 publications

Workplace spirituality and job satisfaction

Workplace spirituality and job satisfaction

The development and empirical validation of the Employee Satisfaction Index model

The measurement of TQM principles and work-related outcomes

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