From social context and resilience to performance through job satisfaction: A multilevel study over time

Abstract

Among job attitudes, overall job satisfaction has received the greatest attention in organizational research and it has frequently been suggested as the key factor influencing employees' performance. Although it reflects individual experiences, job Many people spend a significant amount of time in their workplace and the feelings of work-related satisfaction or dissatisfaction contribute to overall quality of life and psychological well-being (Judge and Watanabe 1993;Wright et al., 1999).Beyond the value of positive feelings for the individual, the benefits for organizations have been widely investigated, stressing the impact of job satisfaction on several organizational outcomes (e.g., Judge and Kammeyer-Mueller, 2012;Spagnoli et al., 2012). Moreover, the link between job satisfaction and job performance has long been of interest to organizational psychologists and several studies have suggested that job satisfaction is a key factor influencing productivity and job performance (Judge et al., 2001; Riketta, 2008).Up to now, job satisfaction has been studied mainly at the individual level, focusing on employees' characteristics like self-efficacy, core self-evaluations, and dispositional affect (Fernandez-Ballesteros et al., 2002; Judge and Kammeyer-Mueller 2012). A few studies have related work resilience and job satisfaction (Larson and Luthans, 2006;Youssef and Luthans, 2007), showing that individuals with higher levels of resilience are more likely to positively adapt and successfully bounce back from negative events in the workplace, and this can enhance their job satisfaction. However, these few studies are mostly correlational and cross-sectional, making difficult to establish causal relationships. Although job satisfaction reflects an evaluation of individual experiences, it is also likely to be affected by the attributes of the context in which the individual operates (Ostroff, 1992(Ostroff, , 1993. Social environment variables, such as relationships with coworkers and supervisors, are closely related to job satisfaction and predict satisfaction levels above and beyond characteristics of the work itself (Judge RUNNING HEAD: Predicting job satisfaction and performance 3 and Kammeyer-Mueller, 2012; Morgeson and Humphrey, 2006). In this regard, Borgogni and colleagues (Alessandri et al., 2014; Borgogni et al., 2011a; Borgogni et al., 2010b) introduced the concept of "Perceptions of Social Context" (PoSC 1 ), defined as the individual's perceptions of the more relevant social constituents internal to the organization (i.e., top management, immediate supervisor, and colleagues). At the aggregated level, PoSC could work as a broad concept reflecting the overall work-unit perception of the social environment.In light of the paucity of studies investigating the interplay of individual and group variables in shaping job satisfaction, it seems imperative to explore its antecedents from a multilevel perspective. To describe the interrelationships among variables measured at different levels (i.e.,...

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