Exploring the Job Satisfaction of Municipal Clerks

Gordon, Victoria

doi:10.1177/0734371x11408570

Cited by 19 publications

(19 citation statements)

References 25 publications

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“…Existing definitions of job satisfaction are largely concerned with individuals' positive or negative feelings about their jobs (Yang and Wang ; Rainey ). Job satisfaction has also been defined neutrally (Yang and Wang ) as the ‘employee's reaction to what he or she receives from the job, that is, the work environment’ (Gordon , p. 191). We use Gordon's () definition of job satisfaction for this study.…”

Section: Job Satisfaction and Affective Organizational Commitmentmentioning

confidence: 99%

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Affective Organizational Commitment and Job Satisfaction: A Cross‐national Comparative Study

Chordiya

Sabharwal

Goodman

2017

Public Administration

103

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Public managers across countries are faced with challenges of attracting and retaining high‐quality employees in the context of widespread financial constraints and increasing inter‐sectoral competition. These changing circumstances have reinforced the need to enhance public employees' affective organizational commitment, which is related to important outcomes such as employees' performance and retention. However, we know little about the factors that can positively influence affective organizational commitment in a cross‐national context. This study applies a cross‐national comparative approach using data from four US states (Oregon, Florida, Washington, and Utah) and India to examine the factors influencing affective organizational commitment. We focus mainly on the effects of job satisfaction, which is considered to be the most important antecedent of affective organizational commitment. Our findings indicate that, in both countries' contexts, job satisfaction has a significant positive impact on affective organizational commitment. We also examine the US–India differences in the levels of affective organizational commitment. Findings indicate that, compared to the four US states of Oregon, Florida, Washington, and Utah, affective organizational commitment is significantly higher among Indian public managers.

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Section: Job Satisfaction and Affective Organizational Commitmentmentioning

confidence: 99%

“…Job satisfaction has also been defined neutrally (Yang and Wang ) as the ‘employee's reaction to what he or she receives from the job, that is, the work environment’ (Gordon , p. 191). We use Gordon's () definition of job satisfaction for this study.…”

Section: Job Satisfaction and Affective Organizational Commitmentmentioning

confidence: 99%

Affective Organizational Commitment and Job Satisfaction: A Cross‐national Comparative Study

Chordiya

Sabharwal

Goodman

2017

Public Administration

103

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“…Þannig sýna sumar rannsóknir engin tengsl milli kyns og starfsánaegju (Durst & DeSantis 1997;Ellickson & Logsdon 2001) en aðrar sýna að konur upplifi meiri starfsánaegju (Aletraris 2010; Kim 2005a;Steijn 2004). Einnig eru rannsóknir misvísandi hvað varðar áhrif aldurs á starfsánaegju og sumar sýna engin tengsl þarna á milli (Gordon 2011;Steijn 2004) á meðan aðrar benda til þess að sambandið milli aldurs og starfsánaegju sé þannig að starfsfólk á miðjum aldri sé ánaegðara en yngstu og elstu starfsmennirnir (Blackburn & Bruce 1989;Clark, Oswald & Warr 1996). Flestar rannsóknir gefa þó vísbendingu um að til staðar sé jákvaett línulegt samband milli aldurs og starfsánaegju, sem þýðir að starfsánaegja eykst með haekkandi aldri (Lewis 1991).…”

Section: Stjórnmál and Stjórnsýslaunclassified

"Vinnugleðin hefur tapast, nú er bara álag og erfitt og lítil gleði" - starfsumhverfi opinberra starfsmanna á tímum efnahagsþrenginga

Sigursteinsdóttir¹

2024

irpa

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The year 2008 marked the beginning of a great recession worldwide and Iceland became one of the first countries in Europe to be affected by the international crisis. The effects of the crisis were widely spread in the community and even though its negative impact was more strongly felt in the private sector, it also had a large impact on the public sector, particularly municipalities. The aim of this study was to examine how municipal employees experienced job satisfaction, workload, job security, satisfaction with management and how management cares for the health and wellbeing of employees two, three, and five years aftir the economic collapse in 2008. In addition, the study addresses the question of whether factors in the work environment as well as personal factors can predict the likelihood of job satisfaction. Mixed methods were used (questionnaires and focus group interviews) to gather data. The results showed a decline in job satisfaction following the economic crisis, mainly due to cost- cutting management. Working condictions worsened significantly as time passed and this was manifested in staff reductions, increased workload, declined job security, more dissatisfaction with management and less care for the health and wellbeing of employees, especially in workplaces where manpower had been downsized. Redundancies at work was the best predictor for job satisfaction (OR=0.590), reflecting less job satisfaction. Furthermore, other hygiene factors make a statistical contribution to the model. It is important that managers are aware of the work-related wellbeing of employees, especially in times of economic recession, not only among employees that have been hit hardest but also those who are normally considered to have greater job security, such as municipal employees.

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“…Although insightful, comparative research could further benefit from empirical studies including other types of national-level public organizations as well, such as state-owned enterprises (Andrews, Boyne and Walker 2011). Also, comparative studies that examine variations at the local, regional, or supranational public organizations would be of interest to show possible differences across multiple levels (Durst and DeSantis 1997;Gordon 2011). This way, we can get a more complete picture of the, often subtle, differences between sectors and increase our knowledge in this field.…”

Section: Limitations and Recommendations For Future Researchmentioning

confidence: 99%

‘Through the looking-glass’: addressing methodological issues in analyzing within- and between-sector differences in employee attitudes and behaviors

Blom¹,

Kruyen²,

Thiel

et al. 2020

International Public Management Journal

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Many studies have investigated potential differences in employee attitudes and behaviors across sectors. However, empirical evidence in this regard remains largely inconclusive or even contradictory. Although theoretical explanations may exist, it cannot be ruled out that there are issues pertaining to methodological choices at play as well. The aim of this contribution is to explore whether two issues, one related to the justification of interpreting the public sector as a homogenous one and one to controlling for measurement invariance, influence conclusions of comparative research. Using a Dutch data set containing 1,998 respondents, we tested the impact of these two issues on four concepts that have gotten much attention in employee level comparative research, namely work satisfaction, organizational commitment, proactivity toward self-development, and public service motivation. Our findings demonstrate that differences exist within the public sector and that lack of measurement invariance affects results, which, in turn, affect conclusions regarding within-and betweensector comparisons. We therefore recommend that scholars recognize these issues before conducting comparative research.

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Exploring the Job Satisfaction of Municipal Clerks

Cited by 19 publications

References 25 publications

Affective Organizational Commitment and Job Satisfaction: A Cross‐national Comparative Study

Affective Organizational Commitment and Job Satisfaction: A Cross‐national Comparative Study

"Vinnugleðin hefur tapast, nú er bara álag og erfitt og lítil gleði" - starfsumhverfi opinberra starfsmanna á tímum efnahagsþrenginga

‘Through the looking-glass’: addressing methodological issues in analyzing within- and between-sector differences in employee attitudes and behaviors

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