Employee Age and Perceptions of Work in Self-Managing and Traditional Work Groups

Self-managing work groups are a form of work design in which employees take responsibility for the group's tasks and have discretion over decisions which impact group performance. To explore the impact of age and work teams on job attitudes, data from 477 employees suggested that self-managed work group members differed from traditional job holders regarding perceived general job satisfaction, perceived control by supervisors, as well as a number of specific dimensions of the work environment. Moreover, while there was evidence of an age effect on attitudes toward supervisory control, there was no joint effect of age by work design on job attitudes, i.e., one's perceived general job satisfaction. Older employees who were members of self-managed work groups were however, more impacted by this form of work design in reporting more positive perceptions of their access to information essential to the performance of their work. These findings suggest that an “older” work force should not be considered a barrier to implementing a work teams approach to job design.

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Unintended effects of marketing messages on salespeople’s cynicism

European Journal of Marketing ◽

10.1108/ejm-07-2014-0440 ◽

2016 ◽

Vol 50 (5/6) ◽

pp. 1047-1072 ◽

Cited By ~ 2

Author(s):

Olalekan K. Seriki ◽

Kenneth R. Evans ◽

Hyo-Jin (Jean) Jeon ◽

Rajiv P. Dant ◽

Amanda Helm

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Job Attitudes ◽

Role Performance ◽

Content Type ◽

Attitudes And Behaviors ◽

Organizational Cynicism ◽

And Behaviors ◽

The Impact ◽

Marketing Messages

Purpose This paper aims to examine how external marketing messages, which are generally used to convey company and product information to external target audiences, influence job attitudes and behaviors of salespeople. Design/methodology/approach The study is conducted based on survey data on 348 salespeople working at regional banks in the Midwestern USA. The relationships among salespeople’s perceptions of marketing messages (i.e. in terms of value incongruence and claim inaccuracy), organizational cynicism, job attitudes (i.e. organizational commitment and job satisfaction) and behaviors (i.e. extra-role performance) are empirically tested. Findings Salespeople’s perceptions of value incongruence and claim inaccuracy of marketing messages heighten organizational cynicism, which in turn negatively impacts on organizational commitment, job satisfaction and extra-role performance. Also, inaccurate claim directly decreases job attitudes and behaviors. Research limitations/implications The results are limited to salespeople in financial institutions, and future research should investigate perceptions of non-customer contact employees in other industry contexts. Future investigation may also include objective performance metrics and consumer satisfaction ratings. Practical implications Service firms should strive to align salespeople’s perceptions of marketing messages with firms’ intended goals from those messages. Originality/value Drawing on attitude theory and perspectives from sales literature, social psychology and organizational behavior literature, in the first of such investigations, the authors studied the impact of external marketing messages on salespeople’s cynicism, job attitudes and behaviors.

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The Impact of Job Insecurity on Employee Attitudes

39th International Conference on Organizational Science Development ◽

10.18690/978-961-286-388-3.3 ◽

2020 ◽

Author(s):

Olja Arsenijević ◽

◽

Polona Šprajc ◽

Keyword(s):

Job Satisfaction ◽

Empirical Analysis ◽

Work Engagement ◽

Job Loss ◽

Job Insecurity ◽

Job Attitudes ◽

Employee Attitudes ◽

Utrecht Work Engagement Scale ◽

And Gender ◽

The Impact

The purpose of the article is a theoretical and empirical analysis of the job insecurity due its influence on the employee job attitudes. Design. The design of the study was longitudinal. The empirical results were collected in 2018–2019. The empirical basis of the research is the separate structural department of the bank. The organization has realized downsizing project during the collection of empirical data. It has made possible to analyze the job satisfaction and work engagement before, during and after the downsizing project. The measures used in the present study are: 1) the “Utrecht Work Engagement Scale”; 2) “Brief Job Satisfaction Measure; 3) “The Job Insecurity Scale”. An empirical analysis of the dynamics of job attitudes in the groups differ in age and gender has found out a short-term motivating effect of the threat of job loss. The motivating effect of the threat of job loss is lost during six months. The most significance motivating effect was wound out in within the group of ordinary employees in the senior category over 45 years. The threat of dismissal also has the greatest impact on the behavior change of that part of the staff that is most susceptible to experiencing job insecurity. The employees who perceived the job insecurity are more satisfied with their work and value it more highly.

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The impact of overeducation on job outcomes

International Journal of Research in Business and Social Science (2147-4478) ◽

10.20525/ijrbs.v9i4.768 ◽

2020 ◽

Vol 9 (4) ◽

pp. 104-120

Author(s):

Mohammed Ali Alzubaidi

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Job Performance ◽

Turnover Intentions ◽

Job Attitudes ◽

Cross Sectional Survey ◽

Self Assessment ◽

Cross Sectional ◽

Self Assessments ◽

The Impact

The purpose of this study is to analyze the impact of overeducation on several job attitudes and outcomes. The study is based on cross-sectional survey data from 398 Saudis in the labor market. Drawing upon a person-job fit theory, two different self-assessments—direct self-assessment and indirect self-assessment—are used to examine how overeducation influences job satisfaction, organizational commitment, turnover intentions, and job performance. The results of the hierarchical regressions suggest that overeducation across the two measures is significantly negatively related to job satisfaction and organizational commitment, while significantly positively related to turnover intentions, even after controlling for different confounding variables. However, no significant impact was found for job performance. Furthermore, despite the slight differences in terms of the magnitudes of their effects, the two self-assessment measures of overeducation largely overlap and yield similar conclusions. These findings confirm that except for job performance, overeducation—as a form of person–job misfit—is an important predictor of job attitudes and outcomes. The current study extends the existing literature by providing comparative empirical evidence on the impact of overeducation in Saudi Arabia

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The mitigating effects of core self-evaluations in uncertain environments

Leadership & Organization Development Journal ◽

10.1108/lodj-05-2014-0098 ◽

2016 ◽

Vol 37 (2) ◽

pp. 226-240 ◽

Cited By ~ 2

Author(s):

Jeffrey J. Haynie ◽

Stanley G Harris ◽

Christopher Brian Flynn

Keyword(s):

Job Satisfaction ◽

Organizational Change ◽

Turnover Intentions ◽

Negative Impact ◽

Job Attitudes ◽

Future Research ◽

Content Type ◽

Core Self ◽

The Impact

Purpose – The purpose of this paper is to examine the impact of core self-evaluations (CSE) and change uncertainty on job satisfaction and turnover intentions within the context of an organizational change. Because individuals high in CSE are expected to be able to cope better with uncertainty, the authors also tested the mitigating effect of CSE on the change uncertainty-attitude relationships. Design/methodology/approach – Surveys were completed and returned by 398 employees in the midst of a merger containing measures of CSE, change uncertainty, job satisfaction, and turnover intentions. The survey was voluntary and administered cross-sectionally. Findings – Change uncertainty was found to negatively influence job satisfaction and positively influence turnover intentions. Additionally, CSE positively impacted job satisfaction and negatively impacted turnover intentions. High CSE was also found to minimize the negative impact of examined change uncertainty-job attitude relationships. Research limitations/implications – The research has implications for the role of CSE in attitude formation within a change context and adds to existing literature supporting the detrimental effects of change uncertainty on job attitudes. Also, the study provided evidence of how CSE interacts with change uncertainty reducing the detrimental impact on job attitudes. Future research should continue to examine the role of CSE in the way employees react to other change-related stressors. Originality/value – The relationships among change uncertainty, CSE, and job attitudes were explored through a theoretical lens and tested empirically using employees in the midst of an organizational change.

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