Warr, Cook, and Wall's (1979) Job Satisfaction Scale is widely used measure of job satisfaction in industrial/organisational psychology research and practice. However, the factor structure has not been adequately explored, with two-factor and three-factor solutions previously proposed. This study tested the factor structure of the Job Satisfaction Scale using robust analysis methods on data gathered from a convenience sample of 381 (females = 264, males = 116) Australian employees. Confirmatory factor analyses supported a higher order three-factor model of job satisfaction over three factor, two factor and single factor models. Item 13, relating to satisfaction with hours of work, is weakly associated with other items and model fit improves if this item is deleted. The results support the continued use of an overall score of job satisfaction when using this measure in industrial/organisational psychology research and practice. Further testing of the structure is recommended within a range of employment sectors to see if the higher order three factor model holds.Keywords: measurement, psychometrics, job satisfaction, Job Satisfaction Scale, validation, factor structure. Heritage, B. and Pollock, C. and Roberts, L. 2015. Confirmatory Factor Analysis of Warr, Cook, andWall's (1979) Job Satisfaction Scale. Australian Psychologist. 50 (2): pp. 122-129.
FACTOR ANALYSIS JOB SATISFACTION 3Confirmatory factor analysis of Warr, Cook, and Wall's (1979) Job Satisfaction Scale Job Satisfaction (JS) is one of the most commonly measured constructs in industrial / organisational (I/O) psychology due to its links to individual and organisational workplace outcomes and conditions in the workplace (Dormann & Zapf, 2001). JS has been previously conceptualised as the "…passive acceptance of a (relatively) satisfactory situation" (Warr & Inceoglu, 2012, p. 133) by an employee, and this 'satisfactory situation' can be based on intrinsic (e.g., affective bond) and extrinsic (e.g., rate of pay) factors (Warr, Cook, & Wall, 1979).Due to the broad applicability of the construct to a variety of organisational circumstances and paths of research inquiry, JS has been extensively linked to a multitude of constructs within the I/O psychology literature. Outcomes and antecedents such as employee affectivity (Dormann & Zapf, 2001), organisational commitment (Meyer & Allen, 1991;Meyer, Allen, & Smith, 1993), organisational culture (Balthazard, Cooke, & Potter, 2006; Bellou, 2010; Berson, Oreg, & Dvir, 2008; Cooper-Thomas, Van Vianen, & Anderson, 2004;Gregory, Harris, Armenakis, & Shook, 2009;Jandeska & Kraimer, 2005;Tzeng, Ketefian, & Redman, 2002;Yiing & Ahmad, 2009), workaholism (McMillan, Brady, O'Driscoll, & Marsh, 2002, stress and coping behaviour (Mohd Dahlan, Mearns, & Flin, 2010), and turnover intention (Seston, Hassell, Ferguson, & Hann, 2009) have been tied to the construct of JS. A meta-analysis on the correlates of JS by Faragher, Cass, and Cooper (2005) noted that depression, anxiety, burnout, and self-esteem were all ...