Romans 12 Motivational Gifts and College Professors: Implications for Job Satisfaction and Person-Job Fit

2011 ◽  
Vol 10 (1) ◽  
pp. 45-56 ◽  
Author(s):  
Jon C. Tomlinson ◽  
Bruce E. Winston
Keyword(s):  
Job Satisfaction ◽  
Job Fit ◽  
College Professors ◽  
Motivational Gifts

Motivational Gifts Survey

2007 ◽  
pp. 348-351
Author(s):  
D. DellaVecchio
Keyword(s):  
Job Satisfaction ◽  
Organizational Leaders ◽  
Job Fit ◽  
Life Purpose ◽  
Personal Effectiveness ◽  
Burn Out ◽  
And Performance ◽  
The Relationship ◽  
Motivational Gifts

This Motivational Gifts Survey (MGS) is designed as a seven-scale instrument that measures motivational gifts in order to provide profiles that are useful in person-job fit analysis. The seven factors of the instrument include (a) encouraging, (b) mercy, (c) serving, (d) teaching, (e) perceiving, (f) giving, and (g) ruling. The MGS is the first statistically validated gifts survey of its kind. Organizational leaders can use the results of this survey to better place employees and volunteers in ideal job settings that most fully use a person’s gifts. In addition, the results of this survey can help individuals understand their motivational gifts and how to best use those gifts, which could contribute to a sense of personal effectiveness and satisfaction. Bryant (1991), Bugbee, Cousins and Hybels (1994), Flynn (1974), Fortune and Fortune (1987), as well as Gothard (1986) suggested that motivational gifts are indicators of life purpose, thus valuable to the study of job satisfaction and performance in organizations. It has been proven that there is a relationship between a lack of motivation and an increase in apathy with regard to burnout (Maslach & Jackson, 1984). In support of the relationship between motivational gifts and burnout, Bryant (1991) concluded that people, when using their motivational gifts, may wear out, but they do not burn out.

The Effect of Person-Job Fit on Job Satisfaction and Career Commitment

2021 ◽  
Vol 24 (5) ◽  
pp. 133-152
Author(s):  
Gi-Bok Ahn ◽  
Yong-Geun Na ◽  
Young-Joong Kim
Keyword(s):  
Job Satisfaction ◽  
Career Commitment ◽  
Job Fit

Vision Conflict Scale

2021 ◽  
pp. 191-209
Author(s):  
J. Louis Spencer ◽  
W. David Winner
Keyword(s):  
Job Satisfaction ◽  
Role Ambiguity ◽  
Life Experience ◽  
Real Life ◽  
Job Fit ◽  
Key Factors ◽  
Values Congruence ◽  
Church Ministry ◽  
Critical Elements ◽  
Pastoral Effectiveness

This chapter presents the development of a scale that measures vision conflict, which refers to the disparity between what a minister anticipates a ministry to be like versus the real-life experience. Vision conflict is correlated with four similar phenomena, including role ambiguity, negative job satisfaction, negative values congruence, and negative ability-job fit. The scale addresses key factors that may affect pastoral terminations and exits from church ministry. It also encourages the understanding of critical elements that hinder pastoral effectiveness and create a stronger resilience to exiting the ministry.

scholarly journals PERAN KEPUASAN KERJA SEBAGAI VARIABEL MODERASI DALAM PENGARUH HUMAN RESOURCES PRACTICES TERHADAP KOMITMEN KARYAWAN DI POLDA BENGKULU

2018 ◽  
Vol 9 (2) ◽  
pp. 201
Author(s):  
Oktine Rafida
Keyword(s):  
Job Satisfaction ◽  
Data Analysis ◽  
Human Resources ◽  
Questionnaire Survey ◽  
Employee Commitment ◽  
Regression Technique ◽  
Public Organization ◽  
Job Fit ◽  
Research Hypothesis ◽  
Survey Approach

<p><em>The objectives of this research was to find out the effect of human resources practices (reward, training, and person-job fit) on job satisfaction and employee commitment, and the effect of job satisfaction on employee commitment. The methodology of this research was using questionnaire survey approach to collect data for testing the research  hypothesis and regression technique for data analysis. Census was used to analyze the hypothesis. The population were 200 respondents and divided to 187 PNS and 13 PHL of Polda Bengkulu. Finding and contribution in this research was HR practices have a significant effect to employee commitment, human resources</em><em> </em><em>practices have a significant effect to job satisfaction, and job satisfaction to employee commitment also have a significant effect. Research limitation</em><em> or </em><em>implication in this research was the result can not be applied to other region Polda, or other public organization. This research suggest further investigation is needed to equivalent the result and more extent area of research.</em><em></em></p>

Linking employee loyalty with job satisfaction using PLS–SEM modelling

2020 ◽  
Vol 49 (8) ◽  
pp. 1695-1711
Author(s):  
Swati Dhir ◽  
Tanusree Dutta ◽  
Piyali Ghosh
Keyword(s):  
Job Satisfaction ◽  
Job Fit ◽  
Employee Loyalty ◽  
Content Type ◽  
Organizational Policies ◽  
Perceived Supervisor Support ◽  
Indian Context ◽  
Proposed Model ◽  
Hr Managers ◽  
Person Organization Fit

PurposeThe purpose of the present study is to empirically test a model that illustrates how person–job fit (PJF), person–organization fit (POF) and perceived supervisor support (PSS) as individualistic factors affect job satisfaction and employee loyalty in the Indian context.Design/methodology/approachA survey of the Indian managerial executives was conducted with a structured questionnaire to validate the proposed model. Responses of a sample of 220 have been tested using PLS–SEM modelling approach.FindingsThe factors PJF, POF and PSS are inferred to have significant impact on job satisfaction and also improve employee loyalty. In comparison to PJF and PSS, POF has emerged as the most influential determinant of the proposed model.Practical implicationsHR managers can adopt relevant practices and promote organizational policies in order to have loyal employees. This would also help organizations in increasing overall productivity at both individual and organizational levels. Recruiters could be provided with necessary tools and measures to find better and accurate means of mapping POF and PJF.Originality/valueEstablishing PJF, POF fit and PSS as individual-specific constructs, and job satisfaction as a mediator, leading to employee loyalty, is a significant contribution to research. This study finds uniqueness in the Indian context, in which these constructs have mostly been explored in isolation or as dyadic relations. Review of existing studies indicates an overlap of factors that influence both job satisfaction and employee loyalty.

scholarly journals Job Performance Model Based on Employees’ Dynamic Capabilities (EDC)

2020 ◽  
Vol 12 (6) ◽  
pp. 2250
Author(s):  
Agnieszka Bieńkowska ◽  
Katarzyna Tworek
Keyword(s):  
Job Satisfaction ◽  
Sustainable Development ◽  
Job Performance ◽  
Work Engagement ◽  
Dynamic Capabilities ◽  
Work Motivation ◽  
Performance Model ◽  
Job Fit ◽  
The Sustainable Development ◽  
Proposed Model

This article concerns the newly developed construct—EDC (Employees’ Dynamic Capabilities)—and the mechanism of its influence on the job performance of contemporary employees aiming to contribute to the sustainable development of organizations. EDC seems to be especially important in a modern, dynamically changing work environment, in which obtaining sustainability is not possible without dynamic capabilities, and EDC should be included as the element of organizational dynamic capabilities. The paper aims to define and characterize EDC and then develop a mediation model of EDC influence on job performance, introducing the person–job fit, work motivation, job satisfaction, work engagement and organizational commitment as potential mediators related to sustainable development. The model is empirically verified based on the sample of 550 employees from Poland and USA (research carried out in December 2018) using factors analysis for verification of EDC as a new construct and then regression analysis with mediators for the verification of the proposed model. The results confirmed the role of person–job fit, work motivation, job satisfaction and work engagement as mediators of the analyzed relation, underlining the mechanism of the EDC influence on job performance. The empirical research confirms that EDC influences job performance in a way that is crucial for achieving sustainable development of organizations.

Sign in / Sign up

Export Citation Format

Share Document