Organizational Career Stage as a Moderator of the Satisfaction- Performance Relationship.

Gould, Sam; Hawkins, Brian L.

doi:10.2307/255725

Cited by 60 publications

(15 citation statements)

References 24 publications

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“…Therefore, we operationalised career stage as organisational tenure measured at Time 1. In line with earlier studies (Conway, ; Gould & Hawkins, ), we distinguished the establishment stage (organisational tenure ≤2 years, N = 108), the advancement stage (organisational tenure 2–10 years, N = 181), and the maintenance stage (organisational tenure >10 years, N = 197).…”

Section: Methodsmentioning

confidence: 71%

“…During this stage, the employee is primarily involved in organisational socialisation, getting acquainted with the new job, developing competences in organisational and professional roles, and gaining peer acceptance (Lynn, Cao, & Horn, ). Hence, during this stage, the employee's most salient needs are related to the work itself and the quality of relationships with peers (Gould & Hawkins, ). Subsequently, in the “advancement stage,” the employee is concerned with mastering his or her identified area of interest and becoming an expert in that area.…”

Section: Introductionmentioning

confidence: 99%

“…Finally, in the “maintenance stage,” employees try to maintain their self‐concept and hold on to their earlier accomplishments (Ornstein et al, ). This stage is characterised by a reduced emphasis on competition and upward mobility and greater concern for peer and professional relationships (e.g., helping others and mentoring) and strengthening the organisation (Gould & Hawkins, ; Lynn et al, ). Employees in this stage seek greater opportunities for involvement, more meaningful assignments, and more interesting jobs (Conway, ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage

Kooij

Boon

2017

Human Res Mgmt Journal

106

113

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In a three‐wave survey study among 487 Dutch university employees, we examined how and when employees' perceptions of high‐performance work practices (HPWP) affect employee affective commitment. We proposed that perceived person–organisation (PO) fit mediates this relationship and that the relationships among perceptions of HPWP, perceived PO fit, and affective commitment differ across career stages. Our results confirm that perceptions of HPWP enhance PO fit perceptions and, in turn, strengthen affective commitment. Moreover, the relationship between perceptions of HPWP and perceived PO fit is only significant among employees in the advancement stage of their careers; however, direct comparison across different career stages reveals no significant differences in the HPWP–PO fit relationship. Furthermore, career stage partly moderates the relationship between PO fit and affective commitment, which is only significant among employees in the maintenance career stage. These findings have important implications for the literature on strategic Human Resource Management and PO fit.

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Section: Methodsmentioning

confidence: 71%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage

Kooij

Boon

2017

Human Res Mgmt Journal

106

113

View full text Add to dashboard Cite

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“…Following previous operationalisations of time frames of organisational tenure (e.g. Gould & Hawkins, 1978; Mount, 1984) and age (e.g. Gould, 1979; Rush, Peacock, & Milkovich, 1980), and previous meta‐analyses such as Cohen (1991, 1993) and Griffeth, Hom, and Gaertner (2000), in our subgroup analysis samples with mean organisational tenure equal to or longer than 9 years were regarded as being of longer organisational tenure.…”

Section: Methodsmentioning

confidence: 99%

Who Suffers More from Job Insecurity? A Meta‐Analytic Review

2007

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The present meta-analysis examined the tenure, age, and gender differences in the relationship between job insecurity and its job-related and health-related consequences. A total of 133 studies, providing 172 independent samples, were included in the analysis. Our results basically replicated Sverke et al.'s (2002) meta-analytic findings with an updated methodological approach and a larger database. The main differences between our findings and Sverke et al.'s are that the negative association between job insecurity and job performance was significant and that the relationship between insecurity and job involvement was smaller in our study. The moderator analysis also indicated that: (1) the positive association between job insecurity and turnover intention was stronger among employees with shorter tenure than those with longer tenure, and was stronger among younger than older employees; (2) the negative effect of insecurity on its health outcomes was more severe among employees with longer tenure than those with shorter tenure, and was more severe among older than younger employees; (3) the relationship between insecurity and the criterion variables was similar across gender. Results are discussed with reference to Hulin's (1991) theory of job adaptation and Greenhalgh and Rosenblatt's (1984) job dependence perspective.La présente méta-analyse étudie les différences de statut (titulaire ou non), d'âge et de genre dans la relation entre l'insécurité de l'emploi et ses conséquences relatives au travail et à la santé. Un total de 133 recherches, comprenant 172 échantillons indépendants, a été inclu dans l'analyse. Nos résultats, obtenus avec une approche méthodologique actualisée et sur une plus grande base de données, sont pour l'essentiel congruents avec ceux de la méta-analyse de . Les différences principales entre nos résultats

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“…The following table summarizes the most important job-related characteristics that bring about job satisfaction at different career stages. Gould & Hawkins, 1978Greenhaus et al, 1999 Advancement Pay increases, promotion, achieving success, job security. Promotion.…”

Section: H3: Promotion and Pay Have A Greater Influence On Job Satisfmentioning

confidence: 99%

Mediating Effects of Career Stage on Job-Related Characteristics - Job Satisfaction Relationship

Lepojević

Djordjević

Ivanović-Djukić

2018

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Job satisfaction has occupied the attention of many authors for decades because this phenomenon has a great influence on many important outcomes in the workplace. Job satisfaction is, however, very complex phenomenon which is influenced by numerous contextual factors as well as job-content factors. Furthermore, there are also numerous factors which have a mediating effect on the relationship between job-related characteristics and job satisfaction. The aim of this paper is to analyze such effects. The main research question of this paper is whether job satisfaction at different career stages is influenced by different job-related characteristics. In order to answer this question, empirical research was conducted using a sample of 813 employees in the companies all over Serbia. The results of the study showed that in most cases jobrelated characteristics have a diverse influence on job satisfaction at different career stages. The results indicated that job-related characteristics, such as a relationship with co-workers and supervisors, operating procedures as well as communication have a greater influence on job satisfaction at the establishment career stage in comparison to other career stages. Promotion represents a job-related characteristic that has a greater influence on job satisfaction at the advancement stage in comparison to other stages. At the maintenance career stage, fringe benefits are the most influential, while at the decline stage those are contingent rewards. Finally, pay and the nature of work are job-related characteristics which have a similar effect on job satisfaction at all career stages.

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Organizational Career Stage as a Moderator of the Satisfaction- Performance Relationship.

Cited by 60 publications

References 24 publications

Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage

Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage

Who Suffers More from Job Insecurity? A Meta‐Analytic Review

Mediating Effects of Career Stage on Job-Related Characteristics - Job Satisfaction Relationship

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