Perceived Organizational Health as a Mediator for Job Expectations

Abstract

The comparison between self-expectations and perceived situations of one organization usually affects people's perception of work. The present study proposes that perceived organizational health is a mediator for the relationships between job expectations and job self-efficacy, and between job expectations and job satisfaction. Also, job self-efficacy plays a mediating role between perceived organizational health and job satisfaction. The questionnaires were developed for Chinese participants. Data were collected from 477 junior employees in the public bus companies. Results indicated that the first two propositions had been confirmed. Both of them produced a complete mediating effect. Then they were combined and fitted in the same model, of which the fitness was good. The research outcomes were consistent with the social cognitive theory. Strengths, limitations, and future orientations have been discussed.

Employee expectations and intrinsic motivation: work-related boredom as a mediator

“…Previous studies have shown employee expectations to be related to various employee outcomes such as job involvement, job satisfaction, organizational commitment, distress, and turnover intentions (Ashforth and Saks, 2000;Buckley et al, 1998;Major et al, 1995;Meng et al, 2014;Nelson and Sutton, 1991;Turnley and Feldman, 2000;Wanous et al, 1992). In this context, met expectations are also likely to affect work motivation (Wanous et al, 1992).…”

A Meta-Analysis of Job Satisfaction Correlates in the Public Administration Literature

“…In some cases, these items measure the overall feeling through multiple questions (e.g., Brewer & Selden, 1998; Cho & Lee, 2011; Daley, 2007; Kim, 2012; Kim & Wright, 2007; Ryu, 2014; Taylor, 2013). In other cases, they measure different facets of job satisfaction (e.g., Alavi & Askaripur, 2003; Alotaibi, 2001; Chih, Yang, & Chang, 2012; Meng, Zhang, & Huang, 2014). The Federal Employee View Point Survey (United States Office of Personnel Management), which has been used by some studies in our final sample (e.g., Caillier, 2012, 2013; Cho & Perry, 2012; Cho & Sai, 2013; Choi, 2009), measures job satisfaction in terms of both overall feeling and specific facets.…”

Exploration of people centric organizational health dimensions: a study of Indian R&D organization

“…Further, McHugh et al (2003) identified indices (financial, structural, strategical, cultural and/or behavioral) to measure health in the organization. After conducting an extensive literature review, it was observed that the concept has clarity when financial parameters (Cooper and Cartwright, 1994; McHugh and Brotherton, 2000; McHugh et al , 2003), strategical perspective (MacIntosh et al , 2007; Nair, Kumar and Ramalu, 2014; Xenidis and Theocharous, 2014; Nair, Ramalu and Kumar, 2014) and behavioral perspective (Salanova et al , 2012; Kipfelsberger et al , 2016; Meng et al , 2014) are discussed but requires further investigation to understand the factors of organizational health from structural and cultural perspective. Also, none of the researchers have been able to incorporate all these measures of organizational health together in an operational definition and neither has bridged the gap in the conceptualization of organizational health for business sector.…”