This study presents findings on the differential effects that leader communication has on worker performance and job satisfaction for part-time and full-time workers. For both part- and full-time employees, structural equation model results indicate that leader communication, as measured through motivating language (ML) use, has the same significant and positive effect on job satisfaction. However, in the case of performance, leader ML use only has a significant relationship with the output of full-time workers. These results indicate a boundary condition to the effectiveness of leader communication, and suggest practical implications for management interventions with today's workforce.
In the present study we examine the applicability of some traditional human resource management theories to 374 owners of small to medium sized enterprises in border cities of Belarus, Poland, and Ukraine. We examine the relationships between facets of job satisfaction and annual income, and between facets of job satisfaction and performance. It is found that performance and annual incomes were relatively unrelated to facets of job satisfaction with multiple R's in the range of .05 to .34. We also found that within the time period studied that 17.4% of the owners left their businesses for greener pastures. We conclude that many findings based in traditional Western human resource management about the relationships between performance, income, and job satisfaction designed for use with e...
... extrinsic and intrinsic factors on satisfaction can be traced back to the Human Relations era of o... job satisfaction and improved job performance (e.g., Brayfield & Crockett, 1955; Iaffaldano & Mu...
Self-efficacy has received increased attention in management; in particular, task and domain-specific self-efficacy perceptions have been found to impact organizational commitment, job satisfaction, stress, and performance. More recently, general self-efficacy (GSE) has been linked with important organizational outcomes. While strides have been made, there continues to be a need to examine the impact of domain-specific perceptions of self-efficacy, especially in the manufacturing sector where developing a competent, efficient workforce is critical for the domestic survival of highly skilled production jobs. To assist organizations in effectively managing their employees, a production self-efficacy (PSE) scale is developed using two separate samples. This seven-item measure demonstrates ...
Will people who are happy with their jobs exhibit superior job performance? Researchers have examined the "happy worker is a productive worker" postulation for decades and concluded the relationship between job satisfaction and job performance is not as strong as one would expect. The current research investigates possible explanations, including operationalizations of the satisfaction and performance variables. Using information from 87 respondents and their supervisors, the addition of life satisfaction and organizational citizenship behavior to the model was tested. Results moderately supported the addition of life satisfaction to increase our ability to predict in- and extra-role job performance.
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