A multilevel perspective on the role of job demands, job resources, and need satisfaction for employees' outcomes

Morin, Alexandre J. S.; Gillet, Nicolas; Blais, Ann-Renée; Comeau, Caitlin; Houle, Simon A.

doi:10.1016/j.jvb.2023.103846

Cited by 6 publications

(6 citation statements)

References 139 publications

(226 reference statements)

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“…The originality of this study relates to how millennial employees perform under the influence of constant attention due to the negative stereotypes around their personalities. According to previous studies on a commitment to this generation, millennials need a sense of belonging to the organization (Morin et al, 2023;Nordenmark et al, 2023). Furthermore, millennials prioritize self-improvement more and more mobile, making it simpler to move than stay in an organization (Ismail, 2016).…”

Section: Performance Of Millennial Employeementioning

confidence: 99%

“…The four indicators of task complexity are difficulty level, information clarity, amount of irrelevant information and high ambiguity (Jurij et al, 2023). In IT, the relevance of task complexity can be illustrated in the context of the System Development Life Cycle (SDLC) (Morin et al, 2023). Two aspects can form task difficulty: the difficulty level and task structure (Shah et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

“…Employee performance plays an important factor in determining company performance. Human resources are an important source of growth for organizations (Morin et al. , 2023).…”

Section: Introductionmentioning

confidence: 99%

“…, 2023). In IT, the relevance of task complexity can be illustrated in the context of the System Development Life Cycle (SDLC) (Morin et al. , 2023).…”

Section: Introductionmentioning

confidence: 99%

“…Employee performance plays an important factor in determining company performance. Human resources are an important source of growth for organizations (Morin et al, 2023). To best utilize human resources, align employees' knowledge, skills and abilities with their assigned organizational roles (Farooqui and Nagendra, 2014).…”

Section: Introductionmentioning

confidence: 99%

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How does millennial employee job satisfaction affect performance?

Indrayani,

Nurhatisyah,

Damsar

et al. 2023

HESWBL

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PurposeThis study aims to test and analyze the effect of continuous commitment, task complexity, competence and personal value on employee performance millennial intervening job satisfaction.Design/methodology/approachThis research method is quantitative with a sequential explanatory design, then data collection through a questionnaire, with a sample of 205 respondents—data analysis using Structural Equation Model (SEM) with the software Linear Structural Relationship (LISREL).FindingsThe results of research on the performance of millennial employees with intervening work satisfaction showed that continuous commitment (2.49), task complexity (2.74) and professional competence (2.0) had a significant effect. This means that the performance of millennial employees will increase if they get job satisfaction. With satisfaction, the commitment and competence of millennial employees are high. While the research results for the performance of millennial employees have a direct influence, only professional competence (2.27) and task complexity (4.06) are significant. This means that as high as professional competence is characterized by intellectual, emotional mood and attitude, owned by millennial employees, the resulting performance is increased even with complex tasks.Research limitations/implicationsThe findings of this study have significance for enhancing organizational performance so that businesses can maximize the performance of millennial employees by paying attention to job satisfaction, professional competence and personal values.Originality/valueThis research's contribution to millennial workers is to help them improve and develop their performance, allowing them to compete more effectively. The findings of this study have significance for enhancing organizational performance so that businesses can maximize the performance of millennial employees by paying attention to job satisfaction, professional competence and personal values.

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Section: Performance Of Millennial Employeementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Employee performance plays an important factor in determining company performance. Human resources are an important source of growth for organizations (Morin et al. , 2023).…”

Section: Introductionmentioning

confidence: 99%

“…, 2023). In IT, the relevance of task complexity can be illustrated in the context of the System Development Life Cycle (SDLC) (Morin et al. , 2023).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

How does millennial employee job satisfaction affect performance?

Indrayani,

Nurhatisyah,

Damsar

et al. 2023

HESWBL

View full text Add to dashboard Cite

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Early Career Nurses' Need Fulfillment Profiles: A Longitudinal Person-Centered Perspective on their Nature, Stability, Determinants and Consequences

et al. 2023

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Ask, but You Might not Receive: Unanswered Supervisor Support Scale Development and a Daily Diary Study

McIlroy,

Parker,

McKimmie

2024

J Bus Psychol

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Supervisor support is widely studied in the organizational literature, yet existing measures tend to exclusively focus on either the provision or the seeking of support, while overlooking instances where employees seek support but do not receive it – an experience termed unanswered supervisor support (USS). In Study 1 (N = 312 employees), we developed a measure of the experience of USS and examined its reliability and validity. In Study 2, we provided further support for the measure and, using a diary methodology, examined daily fluctuations in the experience and consequences of USS. Drawing from self-determination theory, we expected that need satisfaction and frustration would mediate the effects of USS on emotional exhaustion, perceived leadership effectiveness, and helping behavior. For five workdays, 199 employees completed a survey at the end of each workday. As predicted, on days when employees experienced USS, they had greater need frustration and emotional exhaustion. They also had lower need satisfaction and perceived their supervisor as a less effective leader. The association between USS and emotional exhaustion was mediated by need frustration – in particular, frustration of the needs for competence and relatedness. Further analyses showed that relatedness frustration mediated the effects of USS on employees’ perceptions of their leader’s effectiveness. The experience of USS in daily work life has implications for employees’ well-being and the way they perceive their supervisor. Thus, employees, supervisors, and organizations need to be aware of the impact of USS and how to prevent and manage its occurrence.

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A multilevel perspective on the role of job demands, job resources, and need satisfaction for employees' outcomes

Cited by 6 publications

References 139 publications

How does millennial employee job satisfaction affect performance?

How does millennial employee job satisfaction affect performance?

Early Career Nurses' Need Fulfillment Profiles: A Longitudinal Person-Centered Perspective on their Nature, Stability, Determinants and Consequences

Ask, but You Might not Receive: Unanswered Supervisor Support Scale Development and a Daily Diary Study

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