How satisfied are they and why? A study of job satisfaction, job rewards, gender and temporary agency workers in Australia

2010 ◽  
Vol 63 (8) ◽  
pp. 1129-1155 ◽  
Author(s):  
Lydia Aletraris
Keyword(s):  
Job Satisfaction ◽  
Job Rewards ◽  
Temporary Agency Workers

scholarly journals Dual Commitment Profiles and Job Satisfaction Among Temporary Agency Workers

2021 ◽  
Author(s):  
Pietro Menatta ◽  
Chiara Consiglio ◽  
Laura Borgogni ◽  
Luigi Moschera
Keyword(s):  
Job Satisfaction ◽  
Dual Commitment ◽  
Temporary Agency Workers

scholarly journals Time and Job Satisfaction: A Longitudinal Study of the Differential Roles of Age and Tenure

2016 ◽  
Vol 44 (7) ◽  
pp. 2558-2579 ◽  
Author(s):  
Shoshana Dobrow Riza ◽  
Yoav Ganzach ◽  
Yihao Liu
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Cross Sectional ◽  
Definitive Answer ◽  
Research Designs ◽  
Nationally Representative ◽  
The Relationship ◽  
Job Rewards ◽  
Practical Implications ◽  
Representative Samples

The relationship between job satisfaction and time is a fundamental question in organizational behavior. Yet given inconsistent results in the literature, the nature of this relationship has remained unresolved. Scholars’ understanding of this relationship has been limited because studies have generally not simultaneously considered the two primary time metrics in job satisfaction research—age and tenure—and have instead relied on cross-sectional research designs. In this study, we develop and test an empirical model to provide a more definitive answer to the question of how age and tenure relate to job satisfaction. Our analyses draw on longitudinal data from 21,670 participants spanning a total of 34 waves of data collection across 40 years in two nationally representative samples. Multilevel analyses indicate that people became less satisfied as their tenure within a given organization increased, yet as people aged—and transitioned from organization to organization—their satisfaction increased. We also found that job rewards, as exemplified by pay, mediated these relationships. We discuss empirical, theoretical, and practical implications of our findings.

What Do Engineers Want? Work Values, Job Rewards, and Job Satisfaction

1991 ◽  
Vol 16 (2) ◽  
pp. 140-172 ◽  
Author(s):  
James M. Watson ◽  
Peter F. Meiksins
Keyword(s):  
Job Satisfaction ◽  
Work Values ◽  
Job Rewards

Does the fulfillment of supervisor psychological contract make a difference?

2014 ◽  
Vol 35 (1) ◽  
pp. 20-37 ◽  
Author(s):  
Maria José Chambel
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Psychological Contract ◽  
Call Center ◽  
Affective Commitment ◽  
Longitudinal Design ◽  
Empirical Studies ◽  
Content Type ◽  
The Relationship ◽  
Temporary Agency Workers

Purpose – The purpose of this paper is to set out to analyze the supervisor psychological contract as a new psychological contract focus. Furthermore, the relationship between this psychological contract and the organizational psychological contract is compared in the prediction of job satisfaction and organizational affective commitment among a sample of traditional (in-house) and temporary agency workers. Design/methodology/approach – The hypotheses were tested with multiple group analyses in a sample of 444 Portuguese call center workers: 215 were in-house and 229 were temporary agency workers. Findings – Results confirmed that workers, regardless of their status, distinguished these two foci of psychological contract. However, for temporary workers, the supervisor psychological contract partially mediated the relationship between the organizational psychological contract and attitudes; while for in-house workers the organizational psychological contract was relevant to explain job satisfaction and the two foci of the psychological contract related independently to workers’ affective commitment toward the organization. Research limitations/implications – The study is limited due to the nature of the sample (call center sector where temporary agency and in-house workers received similar opportunities and treatment) and the lack of a longitudinal design. Practical implications – An important implication of this research is that employers should assume the relevance of the supervisor for temporary agency workers. The social exchange between them and the host organization occurs in part through his/her actions. Originality/value – Although supervisor psychological contract has been acknowledged, as far as the authors know there are no empirical studies that support its existence or analyzes its relevance in worker-organization relationships.

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