Perceptions of work and workplace: Mediators of the relationship between job level and employee reactions

Carlopio, James; Gardner, Dianne

doi:10.1111/j.2044-8325.1995.tb00590.x

Cited by 39 publications

(21 citation statements)

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“…As Maxwell (2001) notes, 'the higher you go, the more you become responsible for your actions and the actions of your team ' (p. 209). Although both capture work-related autonomy (Carlopio & Gardner, 1995;Van Dyne, Graham, & Dienesch, 1994), job autonomy deals with the ability to determine how one does his or her own job, while job level goes beyond one's own job in that it also encompasses the ability to determine how others do their jobs.…”

Section: Structural Approach To Felt Responsibility For Changementioning

confidence: 99%

Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design

2006

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SummaryAlthough new theoretical models that are suggestive of how work design might be used to foster proactive motivation and proactive performance have been proposed, these models need further elaboration and testing if they are to be useful tools for contemporary organizations. Accordingly, we examine the extent to which feelings of responsibility for constructive change is a proactive psychological mechanism that explains how work design characteristics influence constructive change-oriented behavior and proactive performance. Specifically, we examine job autonomy, position in the organizational hierarchy, access to resources, access to strategy-related information, and role ambiguity as antecedents to felt responsibility for constructive change (FRCC). We also examine the extent to which feelings of responsibility for constructive change are positively related to voice behavior (i.e., constructive, change-oriented communication) and continuous improvement (i.e., proactive role performance). Results indicate hierarchical position and access to resources are positively related to FRCC. Results also indicate proactive personality moderates the relationship between access to resources and FRCC and the relationship between access to strategy-related information and FRCC. Plots of the interactions reveal that these relationships are enhanced for individuals with proactive personalities. The results also indicate that FRCC is positively related to voice behavior and continuous improvement. Perhaps more importantly, the results suggest that FRCC explains the psychological process by which structural and socio-structural forces influence proactive behavior. The results are discussed as they pertain to updated work design theory and theories of high involvement work systems, job characteristics, and leadership prototypes.

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Section: Structural Approach To Felt Responsibility For Changementioning

confidence: 99%

Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design

2006

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“…Some researchers found this impact to be negative due to emotional exhaustion or burnout (Pugliesi, 1999;Karatepe and Uludag, 2007;Wong and Wang, 2009) while others found it to be positive but moderated by other factors such as job autonomy and commitment (Adelmann, 1995;Wharton, 1993Wharton, , 1996. Therefore, researchers warn about other job conditions that may moderate the effects of emotional labor and result in problems of confounding in study analyses and results especially when job satisfaction is the only dependent variable (Carlopio and Gardner, 1995;Pugliesi, 1999;Wharton, 1993Wharton, , 1996.…”

Section: Job Satisfactionmentioning

confidence: 98%

Identifying the complex relationships among emotional labor and its correlates

Gürsoy

Boylu

Avcı

2011

International Journal of Hospitality Management

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“…Empiriese navorsing (byvoorbeeld Agho, Mueller, & Price, 1993;Carlopio & Gardner, 1995) wys daarop dat hierdie werksverwante veranderlikes 'n direkte impak op werktevredenheid het.…”

Section: Werknemertevredenheidunclassified

Die verband tussen werknemertevredenheid en organisasieverbondenheid

A¹,

Roodt²

2004

SA j ind psychol

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Technological advancement, a recognized force of change, has a direct impact on the existence of individuals within specialist/support functions. Leaders and Managers are being enabled to become independent and are, as a result of that, faced with the challenge to improve employees' levels of commitment in order to gain and maintain global competitive advantage.Employee satisfaction is defined by several authors. According to them, it reflects the individual's perception and evaluation of his/her work, which are influenced by unique personal circumstances like needs, values and expectations. Due to the fact that employee satisfaction embraces employees' emotional feelings, it could have a major impact on their lives as well as monetary implications to the organisation.The organisational commitment literature includes a large number of explanatory and descriptive concepts without any serious attempt for integration and parsimony (Roodt, 1991). There also appears to be a definite lack of conceptual clarity within the organisational commitment literature (Morrow, 1983). Kanungo (1982) suggested an integrated, cognitive approach (known as the motivational approach) that creates order and conceptual clarity. Organisational commitment is defined by Roodt (1997) as a cognitive predisposition that the organisation has the ability to satisfy salient needs in the work context. In the view of this, a uniform definition was developed by Roodt (1997) to operationalise commitment in these different work-related contexts, including that of union commitment. Hereby, most of the major points of criticism against existing definitions and questionnaires were addressed. In other studies respondents made no distinction between these different foci and Roodt (1997) concluded that this distinction may only be of theoretical value.No evidence could be found in the literature that suggests an empirical link between employee satisfaction and organisational commitment, although it is suggested by theory. The research question of this study therefore is: "Is there a relationship between employee satisfaction and organisational commitment?This study was conducted in the People Management division of a financial organisation in South Africa, which employs about 30 000 people. The sampling frame consisted of 300 employees in the Patterson B,C and D bands. Of the 167 questionnaires that were returned (55%) only 145 were fully completed and included for final analysis. The organisational commitment questionnaire developed by Roodt (1997) was used to operationalise organisational commitment as a motivational approach and as a cognitive predisposition as conceptualised by Kanungo (1982). The questionnaire consisted of 38 items, each with a five-point intensity response scale anchored at the extreme poles. The questionnaire yielded an acceptable Cronbach Alpha of 0,914 (Roodt, 1997).The questionnaires were in English and were distributed through the company's intranet and respondents could respond either via e-mail, normal office mail or could su...

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Perceptions of work and workplace: Mediators of the relationship between job level and employee reactions

Cited by 39 publications

References 0 publications

Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design

Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design

Identifying the complex relationships among emotional labor and its correlates

Die verband tussen werknemertevredenheid en organisasieverbondenheid

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