The Determinants of Job Satisfaction among Federal, State, and Local Government Employees

Durst, Samantha L.; DeSantis, Victor S.

doi:10.1177/0160323x9702900101

Cited by 36 publications

(35 citation statements)

References 15 publications

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“…The opportunity to express creativity, artistry, and learned technical skills significantly contributes to job satisfaction and motivation. Furthermore, job satisfaction and age are positively related, suggesting that older employees may have more realistic job expectations and a stronger sense of achievement than younger employees (Durst and DeSantis, 1997). Furthermore, professional competence is a key contributor to job satisfaction, and many employees recognize the importance of ongoing professional development (Beck and Murphy, 1996).…”

Section: H1 Professional Competence Is Positively Related To Job Satmentioning

confidence: 99%

The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan

2012

International Journal of Hospitality Management

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Section: H1 Professional Competence Is Positively Related To Job Satmentioning

confidence: 99%

The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan

2012

International Journal of Hospitality Management

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“…The Public Relations Society of America (2007) defined professional development as activities that give a practitioner the ability to be more effective as well as any experience or knowledge that improves the practitioner's capabilities. A survey of job satisfaction among government employees, while not specific to communicators, provided comparisons of employees' perceptions of their development opportunities among the levels of government (Durst & DeSantis, 1997). The researchers found that local government employees had a higher rate of job satisfaction and greater promotion opportunities than did state and federal employees.…”

Section: Literature Review Research Questions and Hypothesesmentioning

confidence: 99%

Comparisons of U.S. Government Communication Practices: Expanding the Government Communication Decision Wheel

Horsley

Liu

Levenshus

2010

Communication Theory

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Government communication is pervasive and has an impact on every aspect ofAmerican public life. However, there is minimal theory-driven research in this critical area of communication. This research explores comparisons of communication practices and the status of professional development among the four levels of U.S. government organizations through a survey of 781 government communicators. The study identifies six significant differences and two similarities in how the public sector environment affects communication practices at the city, county, state, and federal levels. The findings were applied to a modification of the government communication decision wheel, a model that offers a theoretical foundation for the study of government communication within its unique environmental context free from the bias of corporate-centric research assumptions. The findings contribute to communication theory development for the underresearched public sector.

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“…Metaanalyses found that the mean correlation of job performance with global job satisfaction was approximately .25 (Iaffaldano & Muchinsky, 1985;Petty, McGee, & Cavender, 1984). Satisfaction is also influenced by internal rewards such as skill maximization, pleasant workplace, experience gained, friendly coworkers, and competent supervisors, not by personal characteristics such as age or by external rewards such as job security and promotion opportunities (Durst & DeSantis, 1997). Nonetheless, job satisfaction can contribute to government performance in that employee satisfaction affects customer service and, ultimately, customer satisfaction (Heskett, Jones, Loveman, Sasser, & Schlesinger, 1994;Rucci, Kirn, & Quinn, 1998).…”

Section: Literature Reviewmentioning

confidence: 99%

Changing Federal Government Employee Attitudes Since the Civil Service Reform Act of 1978

Lee

Cayer

Lan

2006

Review of Public Personnel Administration

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This study examines federal employee attitudes since the passage of the Civil Service Reform Act of 1978. By reviewing seven employee surveys conducted by the U.S. Office of Personnel Management since 1979, we examine how attitudes have changed. We then analyze the degree to which organizational effectiveness, job satisfaction, and support for organizational change are affected by customer orientation, supervisory leadership, empowerment, teamwork, training and development, performance management, diversity, family-friendly policies, and labor relations. This study finds that (a) employee attitudes on most dimensions have been mildly positive; (b) employee attitudes somewhat reflect reform policies of each administration, presidential leadership, and environmental change; and (c) perceptions of organizational effectiveness, job satisfaction, and support for organizational change have been affected predominantly by customer orientation, supervisory leadership, empowerment, teamwork, performance evaluation fairness, and performance rewards. Finally, the study suggests that civil service reform integrate long-lasting strategies based on improved responsiveness and competitiveness of federal employees.

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The Determinants of Job Satisfaction among Federal, State, and Local Government Employees

Cited by 36 publications

References 15 publications

The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan

The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan

Comparisons of U.S. Government Communication Practices: Expanding the Government Communication Decision Wheel

Changing Federal Government Employee Attitudes Since the Civil Service Reform Act of 1978

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