A Quasi-Experimental Examination of Telework Eligibility and Participation in the U.S. Federal Government

2017 ◽  
Vol 38 (4) ◽  
pp. 451-471 ◽  
Author(s):  
David Lee ◽  
Sun Young Kim
Keyword(s):  
Job Satisfaction ◽  
Federal Government ◽  
Social Exchange ◽  
Employee Attitudes ◽  
Perceived Fairness ◽  
Negative Effects ◽  
Intention To Stay ◽  
Managerial Support ◽  
Quasi Experimental ◽  
The U.S

This article examines the causal effects of telework eligibility and participation on employee attitudes, including perceived fairness, job satisfaction, and intention to stay, in the U.S. federal government. Drawing on the literatures on social exchange and organizational justice, we investigate how telework eligibility and participation influence employee attitudes and whether different reasons for nonparticipation have varying impacts. Our findings show that those employees who are eligible to telework report higher levels of perceived fairness, job satisfaction, and intention to stay than do those employees who are ineligible. On the other hand, the effects of telework participation on employee attitudes depend upon the reasons why nonparticipants do not telework. Specifically, when employees do not telework because of insufficient technical or managerial support, they report significantly lower levels of perceived fairness, job satisfaction, and intention to stay than do teleworkers. However, nontelework due to job requirements or personal choice does not have significant, negative effects on work attitudes.

The Indirect Effect of Justice Perceptions on Job Satisfaction Among Hispanic Employees

2018 ◽  
Vol 40 (4) ◽  
pp. 486-503 ◽  
Author(s):  
Laura Heron ◽  
Robert Coseano ◽  
Valentina Bruk-Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Attitudes And Behaviors ◽  
Justice Perceptions ◽  
The Relationship ◽  
Overall Job Satisfaction ◽  
The U.S

The notion that justice perceptions greatly influence behaviors and attitudes at work has been supported in the organizational behavior literature. Given the significant increase of Hispanic employees in the U.S. workforce in the last two decades, more research is needed to understand how justice relates to important outcomes in this population. The present study uses social exchange theory to examine conflict as a mediator of the relationship between justice and overall job satisfaction, and three individual facets of job satisfaction in a sample of 154 working Hispanic young adults in a variety of jobs. Findings indicate that conflict mediates the relationship between each dimension of justice and overall job satisfaction, and between two out of three examined facets of job satisfaction. The results provide evidence for the importance of justice perceptions in determining the attitudes and behaviors of Hispanic employees in the workplace.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

Job Satisfaction among State Executives in the U.S.

1975 ◽  
Vol 4 (2) ◽  
pp. 104-109 ◽  
Author(s):  
Fred W. Grupp ◽  
Allan R. Richards
Keyword(s):  
Job Satisfaction ◽  
Federal Government ◽  
State Government ◽  
Recent Survey ◽  
Private Business ◽  
Business Executives ◽  
High Level ◽  
The U.S

“A recent survey of high-level, appointed executives in ten states reveals that they are very satisfied with their jobs. They rank their current occupation nearer to ‘ideal’ than did previously surveyed federal or business executives, and they prefer working for state government to employment with the federal government or in private business.”

scholarly journals Exploring the relationship between satisfaction and intention to stay among millennial employees- The moderating role of managerial support

2022 ◽  
Vol 13 (1) ◽  
pp. 0-0
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Empirical Studies ◽  
Sampling Technique ◽  
North India ◽  
Intention To Stay ◽  
Descriptive Research ◽  
Managerial Support ◽  
The Relationship

Purpose: The main purpose of the study is to investigate the relationship between job satisfaction, organizational commitment and intention to stay among the millennials working in IT organizations of North India. Research methodology: The present study has adopted descriptive research design and purposive sampling technique was used to gather data from 396 respondents with the help of a structured questionnaire. The data was analyzed using SPSS and PLS-SEM. Findings: Findings revealed that job satisfaction has a significant impact on organizational commitment (β=0.457, p<0.05) and intention to stay (β=0.596, p<0.05). It was also revealed that managerial support moderates the relationship between job satisfaction and intention to stay. Originality: This study is one of the few empirical studies that have investigated the perception of millennials about their intention to stay in IT sector. The study will be beneficial for the HR experts in improving the employees’ intention to stay by focusing on giving support to their employees.

Veterans and Job Satisfaction in the U.S. Federal Government: The Importance of Role Clarity in the First Years of Civilian Employment

2019 ◽  
Vol 49 (4) ◽  
pp. 508-531 ◽  
Author(s):  
Andrew K. Tao ◽  
Jesse W. Campbell
Keyword(s):  
Job Satisfaction ◽  
Federal Government ◽  
Military Service ◽  
Service Organizations ◽  
Role Clarity ◽  
Government Employees ◽  
Federal Employee ◽  
Civilian Employment ◽  
The Military ◽  
The U.S

Veterans can face difficulties adjusting to civilian employment due to their experiences in highly structured and regimented military service organizations. This study focuses on factors that affect the job satisfaction of veterans employed in the civilian U.S. Federal Government. Drawing on sector imprinting theory, we propose that role clarity will have a stronger link with job satisfaction for government employees who have served in the military than for those who have not. Second, we argue that this difference will dissipate over time, with the importance of role clarity for veterans being strongest at the earliest stages of the transition to civilian employment. We present evidence for our theory from an analysis of the 2013 Federal Employee Viewpoint Survey. Finally, after discussing the limitations of our study, we suggest practical managerial tactics that can complement ambitious public sector veteran employment initiatives.

Job Scarcity and Voluntary Turnover in the U.S. Federal Bureaucracy

2017 ◽  
Vol 47 (1) ◽  
pp. 3-25 ◽  
Author(s):  
Shinwoo Lee ◽  
Sergio Fernandez ◽  
Chaeyoung Chang
Keyword(s):  
Job Satisfaction ◽  
Federal Government ◽  
Federal Agency ◽  
Voluntary Turnover ◽  
Federal Agencies ◽  
Integrative Model ◽  
Exact Role ◽  
Turnover Process ◽  
The U.S

Research suggests that job scarcity affects voluntary turnover in an organization, but there is no consensus on the exact role of job scarcity in the voluntary turnover process. We develop an integrative model that treats job scarcity as a direct antecedent of voluntary turnover as well as a moderator of other antecedents. Based on a panel of 185 federal agencies from 2006 to 2011, we consider leaving to another federal agency (employee transfers) and seeking work outside the federal government (quits) as distinct forms of voluntary turnover. The results confirm the significance of job scarcity as a key moderator in the voluntary turnover process. We find that job satisfaction lowers actual quits and that this effect weakens as jobs become increasingly scarce. Regarding employee transfers, however, job scarcity does not have any significant effects: Rather, the findings suggest that intention to transfer is the critical antecedent of actual transfers.

Management Representativeness, Ethical Leadership, and Employee Job Satisfaction in the U.S. Federal Government

2018 ◽  
Vol 47 (3) ◽  
pp. 265-286 ◽  
Author(s):  
Kuk-Kyoung Moon ◽  
Changhoon Jung
Keyword(s):  
Job Satisfaction ◽  
Federal Government ◽  
Ethical Leadership ◽  
Positive Influence ◽  
Employee Job Satisfaction ◽  
Racial Representation ◽  
Racial Representations ◽  
Managerial Positions ◽  
Practical Implications ◽  
The U.S

As the proportion of women and racial minorities in managerial positions has increased in public organizations, considerable attention has been paid to how management representativeness shapes employee work attitudes and what leadership styles moderate these relationships. This study explores separate and joint effects of two types of management representativeness (gender and racial representation of management) and ethical leadership on employee job satisfaction using panel data from the U.S. federal government. The statistical results indicate that racial representation of management and ethical leadership have a positive influence on employee job satisfaction. Further analysis shows that ethical leadership significantly moderates the relationships between the two types of management representativeness and employee job satisfaction, such that gender and racial representations of management are more positively related to job satisfaction under high ethical leadership. Theoretical and practical implications of these findings are addressed.

Undesirable Effects of Goal Setting on Perceived Fairness, Commitment, and Unethical Behavior

2018 ◽  
Vol 62 (2) ◽  
pp. 97-107 ◽  
Author(s):  
Nina Keith
Keyword(s):  
Goal Setting ◽  
Unethical Behavior ◽  
The United States ◽  
Goal Commitment ◽  
Management Technique ◽  
Long Term Effects ◽  
Perceived Fairness ◽  
Negative Effects ◽  
Positive Effects ◽  
And Performance

Abstract. The positive effects of goal setting on motivation and performance are among the most established findings of industrial–organizational psychology. Accordingly, goal setting is a common management technique. Lately, however, potential negative effects of goal-setting, for example, on unethical behavior, are increasingly being discussed. This research replicates and extends a laboratory experiment conducted in the United States. In one of three goal conditions (do-your-best goals, consistently high goals, increasingly high goals), 101 participants worked on a search task in five rounds. Half of them (transparency yes/no) were informed at the outset about goal development. We did not find the expected effects on unethical behavior but medium-to-large effects on subjective variables: Perceived fairness of goals and goal commitment were least favorable in the increasing-goal condition, particularly in later goal rounds. Results indicate that when designing goal-setting interventions, organizations may consider potential undesirable long-term effects.

Analisis Faktor-faktor yang Mempengaruhi Potensi Mogok Kerja Karyawan di Yogyakarta

2012 ◽  
Vol 1 (2) ◽  
pp. 45
Author(s):  
Jemadi Jemadi ◽  
Siti Noor Hidayati
Keyword(s):  
Job Satisfaction ◽  
Social Factor ◽  
Negative Effects ◽  
Social Satisfaction ◽  
Production Processes ◽  
Satisfaction Factors

<span><em>Strikes happened in some companies are often caused by </em><span><em>employee dissatisfaction. They may disturb production processes and impede </em><span><em>the achievement of company goals. Increasing job satisfaction can minimize </em><span><em>the strike potential. Job satisfaction is affected by financial, physical, </em><span><em>psychological, and social satisfaction factors. It was revealed that financial, </em><span><em>physical, psychological, and social satisfaction have statistically significant </em><span><em>negative effects on strike potential, with social factor to be the most </em><span><em>dominant. Thus, company may implement financial, physical, psychological, </em><span><em>and social satisfaction factors to minimize the strike potential.</em></span></span></span></span></span></span></span></span><br /></span>

Whistle While You Work: Job Satisfaction and Retirement from the U.S. House

2002 ◽  
Vol 27 (3) ◽  
pp. 445-457 ◽  
Author(s):  
Samuel H. Fisher ◽  
Rebekah Herrick
Keyword(s):  
Job Satisfaction ◽  
The U.S
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