Employee satisfaction with meetings: A contemporary facet of job satisfaction

Rogelberg, Steven G.; Allen, Joseph A.; Shanock, Linda R.; Scott, Cliff; Shuffler, Marissa L.

doi:10.1002/hrm.20339

Cited by 160 publications

(189 citation statements)

References 60 publications

(61 reference statements)

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“…Second, we explicitly emphasized that there were no right or wrong answers (Mäkelä & Brewster, 2009), and third, we guaranteed anonymity (Podsakoff et al 2003;Rogelberg, Allen, Shanock, Scott & Shuffler, 2010). After data collection, we performed a statistical single factor test to evaluate whether common method bias was a problem in our dataset.…”

Section: Controlling For Common Methods Biasmentioning

confidence: 99%

Knowledge workers' creativity and the role of the physical work environment

Dul

Ceylan

Jaspers

2011

Human Resource Management

248

202

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The present study examines the effect of the physical work environment on the creativity of knowledge workers, compared with the effects of creative personality and the social-organizational work environment. Based on data from 274 knowledge workers in 27 SMEs, we conclude that creative personality, the social-organizational work environment, and the physical work environment independently affect creative performance. The relative contribution of the physical work environment is smaller than that of the social-organizational work environment, and both contributions are smaller than that of creative personality. The results give support for HR practices that focus on the individual, on the social-organizational work environment, and on the physical work environment in order to enhance knowledge worker creativity.

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Section: Controlling For Common Methods Biasmentioning

confidence: 99%

Knowledge workers' creativity and the role of the physical work environment

Dul

Ceylan

Jaspers

2011

Human Resource Management

248

202

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“…Moreover, emergent team roles could affect not only team members' satisfaction with their meetings but also the meeting outcome. Important goals of meetings in organizations include information sharing, idea generation, and decision making (e.g., Kauffeld & Lehmann-Wilenbrock, 2012;Rogelberg, Allen, Shanock, Scott, & Shuffler, 2010;Tracy & Dimock, 2004). Hence, in terms of meeting outcomes, we are particularly interested in the extent to which ideas or solutions are developed in the meeting.…”

Section: A Communicative Approach To Team Role Creationmentioning

confidence: 99%

Emergent Team Roles in Organizational Meetings: Identifying Communication Patterns via Cluster Analysis

Lehmann‐Willenbrock

Beck

Kauffeld

2015

Communication Studies

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“…The most accepted and common facets of satisfaction (Judge et al, 2001) are satisfaction with pay, promotion opportunities, coworkers, supervision, and the work itself (Smith et al, 1969). These five job facets typically account for a substantial amount of the variance in overall job satisfaction (Kinicki et al, 2002;Rogelberg et al, 2010).…”

Section: Job Satisfactionmentioning

confidence: 99%

Interpersonal trust, stress and satisfaction at work: an empirical study

2014

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STRUCTURED ABSTRACTPurpose. Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job stress as a mediator variable. Findings. Our findings show that interpersonal trust has a positive effect on job satisfaction, and that job stress partially mediates this relationship. Furthermore, interpersonal trust is negatively related to job stress, which in turn is negatively related to job satisfaction.Research limitations/implications. Despite the pertinence and size of the database used in the study, it is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included. 2Practical implications. Cultivating a climate of trust may provide organizations with a strategy to improve levels of mental well-being and satisfaction among their employees.Originality/value. This research explains why interpersonal trust has a positive effect on job satisfaction. Our conceptualization of trust implies risk assumption and low risk perception; low perception of risk is presumed to reduce job stress, and in turn, increase job satisfaction. We also put forward reasons for why 'excessive' interpersonal trust has been related to negative effects on job satisfaction. 'Excessive' trust might infer high risk perception, which might increase job stress, and in turn decrease job satisfaction.

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Employee satisfaction with meetings: A contemporary facet of job satisfaction

Cited by 160 publications

References 60 publications

Knowledge workers' creativity and the role of the physical work environment

Knowledge workers' creativity and the role of the physical work environment

Emergent Team Roles in Organizational Meetings: Identifying Communication Patterns via Cluster Analysis

Interpersonal trust, stress and satisfaction at work: an empirical study

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