Organizational Conditioning of Job Satisfaction. A Model of Job Satisfaction

Abstract

This work is licensed under a Creative Commons Attribution 4.0 International License. Job satisfaction is an important predictor of job switching. Knowledge of the predictors of job satisfaction offers business owners and management staff the ability to shape the work environment so that the most valuable, loyal, and experienced employees can be retained in the company. The objective of this project is to test a model of job satisfaction based on person-organization fit (P-O fit), perceived organizational support (POS), and perceived supervisor support (PSS). The study examines whether PSS directly relates to employee job satisfaction or whether P-O fit or POS mediate in this relationship. Additionally, it is examined whether POS is a moderating variable between P-O fit and job satisfaction. The study was conducted using a sample 484 employees of a company in the IT sector. It turns out that POS, and P-O fit to the organization are variables that act as partial mediator between PSS and job satisfaction. The relationship between PSS and POS is both direct and indirect. P-O fit is a partial mediator of this relationship, while POS is both a partial mediator and a moderator between P-O fit and job satisfaction. Among employees who POS to be high, consistency between an employee's and the organization's values is indirectly connected with job satisfaction, whereas among employees who POS to be low, this relationship is both direct and indirect. In their operations, employers should focus on shaping managers' attitudes towards their subordinates in an appropriate direction, as managers significantly influence employees' perceived organizational support and job satisfaction. Introduction Job satisfaction is among the most commonly discussed phenomena in the psychology of business and human resource management, attesting to the importance it carries. The relevant literature treats job satisfaction as the key factor in commitment to one's job (Brown & Peterson, 1993) or the intend to quit and change it (Liu, Liu, & Hu, 2010; Park & Kim, 2009). Sources of job satisfaction among the employed are also a major focus of enquiry, so that they can be used to amplify perceived job satisfaction and thus increase employees' effectiveness and commitment and decrease motivation to quit jobs. Research conducted to date has found that perceived organizational support (Galletta,

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“…This can be interpreted as a feeling due to the fulfillment of his need and desire (Arianti et al, 2020). An individual experiences a good treatment from supervisor and he will be satisfied (Wnuk, 2017). Referring to Akdol & Arikboga (2017) research, it found that LMX has positive effects to job satisfaction.…”

Peningkatan Psychological Capital Melalui Program "I’m Superhero In The Workplace" dalam Rangka Optimalisasi Perilaku Kerja Inovatif

“…Kepuasan kerja dapat dipengaruhi dari dua faktor yaitu faktor individu antara lain karakteristik kepribadian, gender, usia dan kesesuaian individu dengan pekerjaan (Spector, 1997), serta dari faktor organisasi antara lain organizational identification (Alegre, Mas-Machuca, & Berbegal-Mirabent, 2016), working environment (Raziq & Maulabakhsh, 2015), leadership style (Tepret & Tuna, 2015), job crafting (Cheng & O-Yang, 2018), persepsi dukungan organisasi (Wnuk, 2017), keadilan organisasi (Zainalipour, Fini & Mirkamali, 2010).…”

Persepsi Dukungan Organisasi Sebagai Mediator Antara Keadilan Organisasi Dan Kepuasan Kerja Karyawan Di PT ABC

“…Menurut Spector (1997), kepuasan kerja merupakan evaluasi positif atau negatif yang dilakukan individu mengenai pekerjaannya baik secara keseluruhan maupun hanya aspek pekerjaannya, dimana aspek-aspek pekerjaan yang dimaksud meliputi gaji, promosi, supervisi, tunjangan tidak langsung, penghargaan atas kinerja dan prestasi, kondisi kerja, sifat pekerjaan, rekan kerja dan komunikasi dalam organisasi, sehingga dari hasil evaluasi ini mempengaruhi perilaku karyawan dalam perusahaan (Spector, 1997). Kepuasan kerja dapat dipengaruhi dari dua faktor yaitu faktor individu antara lain karakteristik kepribadian, gender, usia dan kesesuaian individu dengan pekerjaan (Spector, 1997), serta dari faktor organisasi antara lain organizational identification (Alegre, Mas-Machuca, & Berbegal-Mirabent, 2016), working environment (Raziq & Maulabakhsh, 2015), leadership style (Tepret & Tuna, 2015), job crafting (Cheng & O-Yang, 2018), persepsi dukungan organisasi (Wnuk, 2017), keadilan organisasi (Zainalipour, Fini & Mirkamali, 2010). Dalam mewujudkan keberhasilan perusahaan meningkatkan kepuasan kerja karyawan, salah satunya berkaitan dengan faktor organisasi yaitu perilaku organisasi untuk berlaku adil dalam proses operasional dan proses pengambilan keputusan yang memengaruhi kesejahteraan serta keadilan bagi karyawan dalam menunjang tercapainya keberhasilan perusahaan (Sari, 2019).…”