1970
DOI: 10.1111/j.1744-6570.1970.tb01645.x
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THE MULTIVARIATE NATURE OF PROFESSIONAL JOB SATISFACTION1

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Cited by 16 publications
(7 citation statements)
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“…Our rationale is that prior research has established a strong positive relationship between the actual level of a job attribute and individuals' satisfaction with that attribute, including in the R&D context (Cable and Edwards 2004, Idson 1990, Wood and LeBold 1970. 6 Because individuals' satisfaction with independence may not only reflect actual levels of independence but also their preference for independence ( …”
Section: Measures and Measurement Issuesmentioning
confidence: 99%
“…Our rationale is that prior research has established a strong positive relationship between the actual level of a job attribute and individuals' satisfaction with that attribute, including in the R&D context (Cable and Edwards 2004, Idson 1990, Wood and LeBold 1970. 6 Because individuals' satisfaction with independence may not only reflect actual levels of independence but also their preference for independence ( …”
Section: Measures and Measurement Issuesmentioning
confidence: 99%
“…Although Herzberg [32] popularised this notion of "intrinsic" and "extrinsic" factors within the framework of his controversial motivator-hygiene theory, these constructs enjoy long-standing tradition in sociology, industrial psychology, and management. These work value constructs have proved useful in understanding the nature of job satisfaction [33], in distinguishing the value patterns of different occupational groups [27,28,34], in validating work value dimensions [35], in understanding cultural value systems, in conceptualising motivational processes [32,36,37], in analysing organisational attraction and retention of personnel [38], in making predictions about behavioural commitment [39] and describing sex differences in achievement motivation and occupational aspirations [19,40].…”
Section: Work Value Measuresmentioning
confidence: 99%
“…Some of them confirmed this theory (Taber 1991;Pinnings 1970;Semerek and Peterson 2007), others showed doubts (Even et al 1966;Graen 1966;House and Wigdor 1976). It has also been shown that this theory concerns too complex matter to be unambiguously evaluated (Wood and Lebold 1970). However, it is a good starting point for managerial solutions (Shipley and Kiely 1986).…”
mentioning
confidence: 95%