Relations between job facet comparisons and employee reactions

Oldham, Greg R.; Kulik, Carol T.; Ambrose, Maureen L.; Stepina, Lee P.; Brand, Julianne F.

doi:10.1016/0749-5978(86)90024-5

Cited by 129 publications

(67 citation statements)

References 18 publications

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“…The value is significant because it is lower than 0.05 that's why (H1, job security is positively affects job satisfaction) is accepted. This study confirms the finding of (Arnold and Feld-man, 1982;Oldham, Julik, Ambrose, Stepina and Brand, 1986).…”

Section: Analysis and Results Descriptionssupporting

confidence: 82%

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The Impact of Intrinsic Motivation on Employee’s Job Satisfaction

Raza¹,

Akhtar²,

Husnain³

et al. 2015

MOS

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The main purpose of present study is to identify the impact of intrinsic motivation on employee's job satisfaction. This is basically an empirical study and a scale was developed to find out the impact of four variables namely; job security, achievement, job responsibility and work itself (intrinsic motivation). The questionnaire was distributed among the respondents on the basis of simple random sampling. The findings of this study show a significant positive relationship among four variables and employees job satisfaction. The relationships among job security & job satisfaction, achievement & job satisfaction, job responsibility & job satisfaction and work itself and job satisfaction are significant and positive. This research study highlights the areas in which the organizational manager focuses to increase the individual and organizational performance. Keywords: Job security, Achievement, Job responsibility, Work itself, Country of origin, Employees satisfaction, PakistanObjective of the Study:The main objective of this research is to investigate the impact of intrinsic motivational factors on job satisfaction. Because in Pakistan the study related to intrinsic motivation is not conducted so we are going to investigate this issue.Research methodology: Data was collected from the different organizations and employees working in different organizations of Pakistan. The survey was completed by 182 employees, 95% responses were observed. The Results were made using Correlation, regression and ANOVA with the available data. Findings:The results showed that intrinsic motivation and employee's job satisfaction are reducing the risk. Finding is that employees' perception diverges significantly during the organizational problems.

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Section: Analysis and Results Descriptionssupporting

confidence: 82%

“…So job security and its result are effect on employee satisfaction. Job security was positively and significantly related with job satisfaction (Oldham, Julik, Stepina andBrand, Ambrose, 1986, e.g. Arnold andFeld-man, 1982) and organizational obligation (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Intrinsic Motivation on Employee’s Job Satisfaction

Raza¹,

Akhtar²,

Husnain³

et al. 2015

MOS

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“…The variable, level of career referents, then, is the average of the average career levels for the two questions. This approach improves on previous studies (e.g., Crosby 1982, Goodman 1974, Oldham et al 1986a, Shah 1998) by explicitly identifying 1) which individuals a respondent includes in his or her set of career referents, and 2) the career level of each of these referents.…”

Section: Independent Variablesmentioning

confidence: 89%

Women's and Men's Career Referents: How Gender Composition and Comparison Level Shape Career Expectations

Gibson

Lawrence

2010

Organization Science

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This study examines how women's and men's career referents—the people they see as having similar careers—affect career expectations. We raise two questions. First, what is the relative effect of the gender composition and comparison level of career referents on such expectations? Second, what happens to career expectations when women and men identify career referents at the same comparison level? Current research suggests that women have lower career expectations than men because they compare themselves with women who hold lower-level positions than the career referents identified by men. Thus, if women and men identify with career referents at a similar level, their career expectations should be equal. However, this chain of reasoning has not been tested. Using data collected from a large organization, we identify both the specific individuals that women and men perceive as having similar careers and these referents' career levels, defined as their hierarchical level in the firm. The results show that the level of career referents is more important than their gender composition in explaining individuals' career expectations. In contrast to extant explanations, the results show that even when women identify career referents at the same levels as men do, they still exhibit significantly lower career expectations. Drawing on social comparison theory, we speculate that this occurs because men's expectations are bolstered by extreme upward comparisons, whereas women's expectations are dampened, perhaps because they see high-achieving others as representing a less probable goal.

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“…In their comprehensive review of the work design literature, Morgeson and Campion concluded that there was considerable evidence across a variety of different sources for such a three-component structure of work. The first category includes the motivational characteristics, which have been the most investigated in the literature and are thought to reflect the overall complexity of work (Dunham, 1976;Loher, Noe, Moeller, & Fitzgerald, 1985;Oldham, Kulik, Ambrose, Stepina, & Brand, 1986;Oldham & Miller, 1979). The basic principle of the motivational approach is that jobs will be enriched (i.e., made more motivating and satisfying) if high levels of these characteristics are present.…”

Section: Methodology Used To Identify Work Characteristicsmentioning

confidence: 99%

The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work.

Morgeson¹,

Humphrey²

2006

Journal of Applied Psychology

2,135

2,361

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Although there are thousands of studies investigating work and job design, existing measures are incomplete. In an effort to address this gap, the authors reviewed the work design literature, identified and integrated previously described work characteristics, and developed a measure to tap those work characteristics. The resultant Work Design Questionnaire (WDQ) was validated with 540 incumbents holding 243 distinct jobs and demonstrated excellent reliability and convergent and discriminant validity. In addition, the authors found that, although both task and knowledge work characteristics predicted satisfaction, only knowledge characteristics were related to training and compensation requirements. Finally, the results showed that social support incrementally predicted satisfaction beyond motivational work characteristics but was not related to increased training and compensation requirements. These results provide new insight into how to avoid the trade-offs commonly observed in work design research. Taken together, the WDQ appears to hold promise as a general measure of work characteristics that can be used by scholars and practitioners to conduct basic research on the nature of work or to design and redesign jobs in organizations.

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Relations between job facet comparisons and employee reactions

Cited by 129 publications

References 18 publications

The Impact of Intrinsic Motivation on Employee’s Job Satisfaction

The Impact of Intrinsic Motivation on Employee’s Job Satisfaction

Women's and Men's Career Referents: How Gender Composition and Comparison Level Shape Career Expectations

The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work.

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