Racioethnic perceptions of job characteristics and job satisfaction

Abstract

Given the growing racioethnic heterogeneity of today's global workforce, it is necessary for researchers and practitioners to continuously examine the impact of racioethnic diversity in various organizational contexts, both foreign and domestic. The impact of racioethnic diversity has received a lot of attention in the literature with respect to various organizational attitudes and behaviors. However, after canvassing the literature, there is a void with respect to assessing whether various dimensions of a job intrinsically motivate racioethnically-diverse individuals differently. This line of research should be of interest to both researchers and practitioners, considering it is widely accepted that motivation is a precursor to various organizational outcomes, such as job satisfaction, absenteeism, and productivity. This study revealed that there are differences with respect to job satisfaction and the intrinsic motivation racioethnically-diverse individuals derive from their jobs.

The effect of autonomy, training opportunities, age and salaries on job satisfaction in the South East Asian retail petroleum industry

“…Longitudinal studies in different cultural milieu are needed to establish if these links are replicable. As suggested by others and the authors, it is worth confirming if links between intrinsic job characteristics and job satisfaction are moderated by national characteristics, as suggested by Huang and Van De Vliert, 2003;Friday and Friday (2005).…”

Model Training Needs Analysis Untuk Membentuk Perilaku Inovatif SDM Industri Kecil Sepatu Di Jawa Timur

“…Asumsi yang mendasari pemikiran untuk mengkaitkan sikap dan perilaku dengan karakteristik individu merujuk pada kenyataan bahwa heterogenitas tenaga kerja yang berasal dari etnis dan karakteristik yang berbeda akan berdampak pada terbentuknya persepi, sikap dan perilaku yang berbeda pula, misalnya dalam bentuk perbedaan atau keanekaragaman tingkat motivasi dan kepuasan kerja diantara individu (Friday dan Friday, 2003). Oleh karena itu, faktor-faktor penyebab perilaku kerja dalam organisasi sama sekali tidak dapat dilepaskan dari ketiga aspek yang saling berkaitan yaitu faktor individual, faktor psikologikal, dan faktor organisasi (Winardi, 2004: 196).…”

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“…The conventional job satisfaction models put forward that pay, nature of work, operating conditions, coworkers and supervision are the determiners in job satisfaction (Keser 2006). In addition, more modern approaches set forth that promotion, fringe benefits, contingent rewards and communication are also the subscales of job satisfaction (Spector 1985;Friday and Friday 2003).…”