Workplace flexibility and job satisfaction: some evidence from Europe

Origo, Federica; Pagani, Laura

doi:10.1108/01437720810904211

Cited by 84 publications

(88 citation statements)

References 25 publications

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“…This finding was supported by Thomas et al (2004), Origo and Pagani (2008), and Udo e. al. (1997), who found that the opportunities and freedom to take decisions and experiment in jobs (which equates to more autonomy) provided intrinsic satisfaction to employees.…”

Section: Discussionsupporting

confidence: 80%

“…Training opportunities emerged as the single most important predictor of job satisfaction across all age groups accounting for 32 per cent of the variability in job satisfaction when taken alone and explaining 35.4 per cent of the variability in job satisfaction when combined with autonomy. These findings are supported by Origo and Pagani (2008) and Rowold (2008) who found formal and informal opportunities for training to have a significant impact on both extrinsic and intrinsic satisfaction and job involvement of employees. These results are particularly important as they extend the limited literature currently available on the significance of training and development in job satisfaction among retail employees (Choo and Bowley, 2007).…”

Section: Discussionsupporting

confidence: 68%

“…De Varo et al (2007) empirically distinguished autonomy as perceived by employees and employers to provide evidence that although both have an impact on job satisfaction, workers' perceived autonomy had a stronger impact. Evidence by Origo and Pagani (2008) and Thomas et al (2004) also supported the finding that employees autonomy and the freedom to control their behavior increases intrinsic job satisfaction, so that:…”

Section: Autonomysupporting

confidence: 58%

“…There is evidence to indicate that young employees are likely to remain longer in organizations if they benefit from the training by acquiring key skills (Breen, 1992). Also, Origo and Pagani (2008) reported that the positive impact of training was evident for younger skilled employees, providing the final hypothesis:…”

Section: Autonomymentioning

confidence: 94%

“…Both extrinsic and intrinsic job satisfaction a year later was predicted by autonomy, skill variety and feedback. In addition, Origo and Pagani (2008) reported that the positive effects of functional flexibility (operationalized in terms of pay, hours of work, amount of work, job security, promotion prospect and training received) on intrinsic job satisfaction tends to decrease with employee's age with the effect being greatest for younger employees. This argument is consistent with Herzberg, et al's (1959) work which suggested that to yield satisfaction, work must not only be challenging but also be meaningful and personally interesting.…”

Section: Autonomymentioning

confidence: 99%

See 4 more Smart Citations

The effect of autonomy, training opportunities, age and salaries on job satisfaction in the South East Asian retail petroleum industry

Hosie

Jayashree

Tchantchane

et al. 2013

The International Journal of Human Resource Management

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South East Asian petroleum retailers are under considerable pressure to improve service quality by reducing turnover. An empirical methodology from this industry determined the extent that jobs characteristics, training opportunities, age and salary influenced the level of job satisfaction, an indicator of turnover. Responses are reported on a random sample of 165 site employees (a 68 per cent response rate) of a Singaporean retail petroleum firm. A restricted multivariate regression model of autonomy and training opportunities explained the majority (35.4 per cent) of the variability of job satisfaction. Age did not moderate these relationships, except for employees >21 years of age, who reported enhanced job satisfaction with additional salary. Human Capital theory Life Cycle theory and Job Enrichment theory are invoked and explored in the context of these findings in the South East Asian retail petroleum industry. In the South East Asian retail petroleum industry, jobs providing employees with the opportunity to undertake a variety of tasks that enhanced the experienced meaningfulness of work are likely to promote job satisfaction, reduce turnover and increase the quality of service.

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Section: Discussionsupporting

confidence: 80%

Section: Discussionsupporting

confidence: 68%

Section: Autonomysupporting

confidence: 58%

Section: Autonomymentioning

confidence: 94%

Section: Autonomymentioning

confidence: 99%

See 3 more Smart Citations

The effect of autonomy, training opportunities, age and salaries on job satisfaction in the South East Asian retail petroleum industry

Hosie

Jayashree

Tchantchane

et al. 2013

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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Entitlement to Work-Life Balance Support: Employee/Manager Perceptual Discrepancies and Their Effect on Outcomes

Stavrou

Ierodiakonou

2015

Hum Resour Manage

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We broaden contemporary understandings of the relationship between HR practices that support work‐life balance and organizational as well as individual outcomes, through a focus on perceptual discrepancies of entitlement. To theorize this notion, we adopt the self‐perception accuracy model and extend it by investigating whether any employee/management discrepancies in perceptions of entitlement mediate the relationship between HR practices supporting work‐life balance and outcomes. We use data from 20 European countries and apply a multilevel statistical methodology. Our results did not reveal significant mediation effects, but the perceptions of managers, not of employees, are related to HR practices that support work‐life balance. Furthermore, employees tend to have higher expectations of entitlement than does management. Finally, the more aligned management and employee perceptions of entitlement, the higher the positive organizational and individual outcomes over and above contextual idiosyncrasies. Findings denote that, in achieving positive outcomes for employees and organizations, managing perceptions regarding organizational support for work‐life balance is more important than actual support practices. © 2015 Wiley Periodicals, Inc.

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