Perceived Job Characteristics and Job Satisfaction: An Examination of Reciprocal Causation

James, Lawrence R.; Jones, Allan P.

doi:10.1111/j.1744-6570.1980.tb02167.x

Cited by 156 publications

(153 citation statements)

References 106 publications

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“…Attempts to overcome this problem have included obtaining job design information from observers (Campion & Thayer, 1985;Jenkins, Nadler, Lawler, & Cammann, 1975;Johns, 1978), supervisors (Oldham, Hackman, & Pearce, 1976), or nontask performers (A1-gera, 1983); or obtaining objective outcome data like productivity (Griffin, 1982a), or outcome data from a completely separate source like the Dictionary of Occupational Titles (Gerhart, 1988). Many recent studies on the motivational approach have attempted to address this issue directly (Glick, Jenkins, & Gupta, 1986;James & Jones, 1980;James & Tetrick, 1986;Spector, 1987;Stone & Gueutal, 1984). Separate methods and multiple data sources were used in the original Campion and Thayer (1985) study (see Table 1).…”

Section: Research Questionsmentioning

confidence: 99%

Interdisciplinary approaches to job design: A constructive replication with extensions.

Campion¹

1988

Journal of Applied Psychology

203

251

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This study replicated Campion and Thayefs (1985) research, which drew from many disciplines (e.g., psychology, engineering, human factors, physiology) to demonstrate four approaches to job design and their corresponding outcomes: motivational approach with satisfaction outcomes, mechanistic approach with efficiency outcomes, biological approach with comfort outcomes, and perceptual/motor approach with reliability outcomes. This study extended the research in five ways. First, it used an expanded sample of 92 jobs and 1,024 respondents from a different industry. Second, a selfreport measure was developed and evaluated, because many jobs cannot be analyzed observationally. Third, method bias was addressed by not finding evidence of priming effects, by demonstrating strong relationships even when within-subject bias was avoided, and by relating job design to independent opinion survey data. Fourth, reliability of aggregate responses was demonstrated, and relationships at the job level of analysis were larger than at the individual level. Fifth, neither individual differences in terms of preferences/tolerances for types of work nor demographics moderated job design-outcome relationships. It was concluded that different approaches to job design influence different outcomes, each approach has costs as well as benefits, trade-offs may be needed, and both theory and practice must be interdisciplinary in perspective.

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Section: Research Questionsmentioning

confidence: 99%

Interdisciplinary approaches to job design: A constructive replication with extensions.

Campion¹

1988

Journal of Applied Psychology

203

251

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“…The present data tend to support arguments that they are indeed distinguishable (cf. James & Jones, 1980;Jones & James, 1979;Jones & Butler, 1980;LaFollette & Sims, 1975).…”

Section: Discussionmentioning

confidence: 99%

“…James, 1982;James & Jones, 1980;Jones & Butler, 1980;Jones & James, 1979;Joyce & Slocum, 1979;Naylor, Pritchard, & Ilgen, 1980;Schneider, 1975).…”

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Organizational reward systems: Implications for climate

Jones

1984

Motiv Emot

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“…Few effects are reported as moderating a task design-performance relation. This may well be partially due to the demonstrated reciprocal relation between perceived job charactczistics and job satisfaction (James & Jones 1980). In general, then, enriched jobs seem to exert positive affective and behavior effects regardless of an incumbent's desire for higher order need satisfaction, need for achievement, need for autonomy, etc.…”

Section: As Robertsmentioning

confidence: 99%

Organizational Behavior

Cummings¹

1982

Annu. Rev. Psychol.

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-e,*rhis paper reviews the literature on organizational behavior from !Y ' through the first quarter of 1.981 and attemts to be projective and =res-J ~criptive as well as descriptive of the work covered. Selected toi reviewed include new overviews and integratlons of the field, task desian, feedback, organizati4onal structure, technology, and control, new conceptuali.zations and emerging topical tren~ds. These topics were c-hosen to reflect both current and controversial issues of recent research. . 4

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Perceived Job Characteristics and Job Satisfaction: An Examination of Reciprocal Causation

Cited by 156 publications

References 106 publications

Interdisciplinary approaches to job design: A constructive replication with extensions.

Interdisciplinary approaches to job design: A constructive replication with extensions.

Organizational reward systems: Implications for climate

Organizational Behavior

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