员工工作幸福感形成机制及其提升策略

员工工作是否具有幸福感影响到员工的工作绩效及其离职倾向,目前企业员工工作幸福感存在一定程度的缺失,影响其工作积极性,甚至导致员工缺勤和离职。全面的工作幸福感包括工作满意感评价、情感评价和价值感评价,员工工作幸福感受个人因素、工作特征因素、企业层面因素的影响,其形成受到牵引机制、阻力机制、调节机制三种机制的影响。为提升员工工作幸福感,企业应关心和满足员工基本需求,努力提高激励水平,注重因人而异合理进行工作分析和设计,同时建立员工援助计划(EAP)以减轻员工压力,完善留人机制以加强员工工作安全感,完善人与组织匹配的招聘模式。     

Moderating effect of employee perception of responsible downsizing on job satisfaction and innovation commitment

Abstract

Firms strive to innovate and enhance their competitive advantage. However, firm innovation relies on employee willingness to innovate. Therefore, how job satisfaction motivates employees to innovate has become a crucial topic. Additionally, for firms implementing a downsizing strategy to achieve a competitive edge, employee perception of downsizing may moderate the effect of employee job satisfaction on innovation commitment. To investigate the relationships between critical variables and employee innovation, we studied 277 nonsupervisory employees and three groups of stakeholders in a company and employed quantitative and qualitative methods to examine our research construct. The results revealed that job satisfaction regarding direct supervisors, pressure at work, peer relations, support of family, and health substantially affected employee innovation commitment. Employee perception of responsible downsizing strategy altered the influence of these factors. The findings of this research construct can guide organizational research and managerial practices.     

员工幸福感研究述评

员工幸福感是积极组织行为学的研究热点,它是一种可测量、可开发的积极心理状态,对工作绩效、工作满意度和组织承诺水平有正向影响。其研究有员工主观幸福感和员工心理幸福感两条取向,前者关注工作满意度,后者侧重工作动机和积极心理功能。员工幸福感的影响因素包括人格、积极心理资源和工作特征。未来的研究方向是整合两种研究取向去建构新的理论模型、开发新的测量工具。     

From schoolyard to workplace: The impact of bullying on sales and business employees' machiavellianism,job satisfaction,and perceived importance of an ethical issue

Bullying can precipitate many negative outcomes at work, but previous research does not adequately address how such misbehavior affects employee dispositions and attitudes; how these characteristics impact ethical decision making is also underexplored. Given these research gaps, the purpose of this study is to assess (1) the impact of bullying on Machiavellianism and job satisfaction, and (2) the influences of Machiavellianism and job satisfaction on perceived ethical issue importance, a measure of ethical decision making. Three hundred eighty‐four sales and business employees working for different firms operating in the United States answered a self‐report questionnaire. The findings showed that, after accounting for social desirability bias, workplace bullying was positively associated with Machiavellianism and negatively associated with job satisfaction. Machiavellianism was negatively related to the perceived importance of an ethical issue embedded in a vignette highlighting Machiavellianism and latent bullying behaviors. In addition, job satisfaction was positively related to ethical issue importance. Finally, both Machiavellianism and job satisfaction mediated the relationship between bullying experiences and importance of an ethical issue, as evidenced by their significant indirect effects. HR professionals should minimize bullying and Machiavellianism to reduce the corrosive effect on the ethical environment and enhance work attitudes and ethical decisions.     

Putting employee involvement in context: a cross-level model examining job satisfaction and absenteeism in high-involvement work systems

The current study examines how high-involvement work systems (HIWS) influence employee responses to involvement initiatives. While existing research has linked HIWS to individual attitudes, we predict that an organization's HIWS moderate the relationship between employee involvement and job satisfaction and absenteeism. Using multilevel data (8454 employees from 1429 workplaces), we found that employee involvement and HIWS are positively related to employee job satisfaction. Additionally, the results support a cross-level interaction: at high levels of HIWS, employee involvement is negatively related to absenteeism, whereas at low levels of HIWS, the negative relationship is weaker. The implications of the findings are discussed.     

Work hour congruence: the effect on job satisfaction and absenteeism

This study examines the effect of work hour congruence on employee job satisfaction and absenteeism using a large, longitudinal sample from the Canadian Workplace and Employee Survey (WES). An employee is said to have work hour congruence when they actually work the number of hours that they desire. Results indicate a difference between employees who desire more hours and those who desire fewer hours: employee desire for and receipt of more hours was related to positive changes in job satisfaction, while employee desire for and receipt of fewer hours was related to reduced absenteeism. In addition, the results suggest that employees respond to employers who at least try to meet their needs, those who desired more hours and received some, but not all of these additional hours showed a positive increase in job satisfaction. This study contributes to the literature by using of a precise measure of work hour preference and change, differentiating employees who desire fewer hours from those who desire more and examining both full and partial work hour congruence.     

饭店业工作要求对员工工作态度的影响研究——JD-R模型在中国饭店业情境下的验证

如何缓解饭店业员工工作压力、提高员工工作满意度和降低其离职意向,已成为业界与学界共同关注的焦点。本文运用6家饭店271份调查问卷结果,采用PASW18.0多元调节回归分析对工作要求-资源模型(JD-R)进行了验证,结果表明:工作要求和工作资源都分别对工作态度具有主效应;工作控制没有在工作要求即员工工作态度间起调节作用;一般自我效能仅在超负荷工作量-工作满意度、人际冲突-离职意向间起调节作用。此研究结论对饭店业人力资源管理实践具有一定启示意义。     

Responses to work intensification: does generation matter?

Work intensification can be an organisational tool to increase the productivity of an existing workforce. We investigate employee reactions to three levels of sustained extensive work intensification (long work hours over two consecutive time periods) of the two most prevalent generational groups in the labour market: Generation X and Baby Boomers. Boomers have been characterised as ‘workaholics’ who ‘live to work’, while Gen Xers are ‘slackers’ who ‘work to live’. We investigate, using a nationally representative sample of employees, whether these generational differences in work attitudes impact employee reactions (measured by employee reports of job satisfaction and work–life balance) to sustained extensive work intensification. The results show that perceptions of job satisfaction and work–life balance are reduced by sustained extensive work intensification but the differences between the two generations are minimal, suggesting that organisations do not need to tailor their employment practices to fit the work values of different generations.     

Challenged and satisfied: the role of organisational ownership and employee involvement

Abstract

This study aims to offer a more fine-grained approach to our understanding of the relationship between job stress and job satisfaction. Building on organisational theory and Job Demand-Control model, we investigated an important institutional characteristic – organisational ownership – as an additional moderator to influence the interactive effects of job demands and control upon job satisfaction. Using data collected from 1838 Chinese retail sector employees, we found that this three-way interaction was strongest for employees working in foreign-invested firms, who experienced higher employee involvement at work and perceived a high level of challenge-related stress. The relationship was weakest for employees in state-owned enterprises who reported low levels of both employee involvement and challenge-related stress. Our study constitutes an early attempt to assess the impact of institutional characteristics such as ownership on aspects of human resources management, and highlights the need for further research to recognise the importance of such characteristics as contextual factors that influence the effect of organisational practices and the work environment upon individual work-related outcomes. The paper’s concluding sections elaborate on the contributions our research makes both to theory as well as to the practicalities faced by human resource managers in contexts such as China.     

Back to basics: Learning about employee energy and motivation from running on my treadmill

In an effort to understand how to optimize employee energy at work, we borrow from the sports physiology literature to develop and test several concepts that have now been used in more than 75 large and small organizations (e.g., automobile firms, banks, hospitals, manufacturing, high technology, service businesses, financial services, and more). Our focus on employee energy led us to develop new measures and processes for our research. The resulting studies presented in this article test two hypotheses focusing on the link between employee energy, turnover, job performance, and job satisfaction. Consistent with what we know about athletic performance, we found that energy is an optimization construct and that variation in employee energy at work has detrimental consequences for performance and satisfaction. © 2005 Wiley Periodicals, Inc.     

Dispositional and organizational sources of job satisfaction: a cross-national study

ABSTRACT

Job satisfaction has proven to be a resilient contributor to employee motivation, productivity, organizational commitment, absenteeism, and turnover. Utilizing cross-national data from five Asian countries/settings and the United States we examine the impact of organizational and psychological factors on job satisfaction. This study contributes to the literature by showing that while organizational factors, such as performance appraisals and leadership behaviours are important sources of job satisfaction, what matters most is whether individuals perceive themselves to be efficacious in their jobs. Self-efficacy was found to be the strongest determinant of job satisfaction in both, the U.S., and the Asian contexts. Based on cultural characteristics of power-distance and collectivism, this study also examines cross-national differences in the level of public employee job satisfaction.     

Influence of Leadership on Job Satisfaction: The Moderating Effects of Follower Individual‐Level Masculinity–Femininity Values

The current study examined whether employee individual‐level masculinity–femininity values moderate the relationship between leadership styles (structural, human resource, political, and symbolic) and employee job satisfaction. Overall, the research provided support for the impact of individual‐level masculinity–femininity on follower reactions to various leadership behaviors. The findings indicated that followers who scored high on feminine orientation perceived a weaker relationship between all leadership behaviors and job satisfaction. Followers with more masculine values associated more perceptions of job satisfaction with human resource, political, and symbolic leadership and viewed leaders' structural behaviors as less important for satisfaction at work.     

Top management leadership,employee empowerment,job satisfaction,and customer satisfaction in TQM organizations: an empirical study

Top management leadership and employee empowerment are considered two of the most important principles of total quality management (TQM) because of their assumed relationship with customer satisfaction. As a result, many top management leadership and employee empowerment strategies and practices have been suggested in the management literature. However, few studies have been done to test this assumed relationship and determine which of these strategies and practices may be most effective in bringing about the intended results. This study surveyed organizations that have adopted TQM to determine the relationship between top management leadership, employees' empowerment, job satisfaction, and customers' satisfaction. The results reveal positive correlation between top management leadership, employee empowerment, job satisfaction, and customer satisfaction. Employee empowerment and improved levels of job satisfaction are facilitated by top management leadership and commitment to the TQM goal of customer satisfaction by creating an organizational climate that emphasizes total quality and customer satisfaction. Effective strategies for achieving employee empowerment and job satisfaction, together with top management leadership roles in a TQM environment, are identified and discussed.     

Similarities and differences in employee motivation viewed by Korean and Japanese executives: empirical study on employee motivation management of Japanese-affiliated companies in Korea

This study examines similarities and differences in employee motivation management between Korean and Japanese executives of Japanese-affiliated companies in Korea, based on questionnaire surveys. The respondents' views of employee motivation factors were analysed, by contrast with motivational factors and hygiene factors (maintenance factors) developed by Herzberg. The survey results reveal that both Korean and Japanese executives realize the importance of employee motivation management, and that Japanese executives have a stronger awareness of it than Korean executives. Both recognize it for the sake of high corporate performance, employee job satisfaction and customer satisfaction. Seeing motivation factors: the majority of Korean and Japanese executives regard ‘wage and bonus increases’ as a strong motivational factor; ‘employment stability’ is recognized as a motivational factor by Korean executives; and ‘clarifying company policy and job objectives’ is the most important motivational factor to Japanese executives. Their views of these three factors are not consistent with Herzberg's theory. We also found a recognition gap between Korean and Japanese executives: ‘esteem and praise for job performance’ is a hygiene factor to Korean executives but a motivational factor to Japanese executives.     

Person or Job? Change in Person-Job Fit and Its Impact on Employee Work Attitudes over Time

Fit is generally conceptualized as a dynamic construct, but most research on person-environment fit has focused on fit in the current moment. We addressed this oversight by examining the dynamic relationships among person-job (PJ) fit, demand-ability (DA) fit, need-supply (NS) fit, and employee work attitudes over time using a three-wave survey design over a 12-month period. Results from 168 employees revealed that change in PJ fit was significantly related to changes in job satisfaction and affective organizational commitment. In addition, DA and NS fit changes were significantly and indirectly associated with job satisfaction and commitment changes through PJ fit change. We also found that increases in job demands and employee abilities significantly decreased DA fit, and increases in employee needs significantly decreased NS fit whereas increases in job supplies significantly increased NS fit. Finally, we examined age as an important moderator for employees’ reactions to PJ fit changes, and found that younger employees reacted more strongly to increases/decreases in PJ fit than did older employees.     

基于心理契约的员工激励机制构建

企业员工能否有效地工作，是否会对企业及其经营目标具有责任感、忠诚心和热情，以及能否从自己工作中得到满足感，在很大程度上取决于组织与员工之间心理契约的实现程度。本文在分析波特劳勒激励模型的基础上，借助心理契约理论，提出了基于心理契约的员工激励机制。     

Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support

This article examines how employee perceptions of supervisory and organizational support for work–life balance, in addition to the number of work–life balance programmes available, predict a number of work–life balance outcomes including role conflict, job satisfaction, family satisfaction and turnover intentions in a sample of large private and public sector organizations in Ireland. The attitudes of HR managers towards work–life balance programmes are also explored. To account for the nested structure of the data, analyses were conducted using hierarchical linear modelling. We found that perceptions of work–life supportiveness as measured at the HR manager and immediate supervisor levels affect employee uptake of work–life programmes, employee work–life balance outcomes and turnover intentions.     

The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects

In order to improve our understanding of mediating variables inside the ‘black box’ of the firm's labour management, this paper examines the relationship between high-performance work system (HPWS) practices and employee attitudes. Using a randomly selected, national population sample, clear evidence was found for a positive relationship between HPWS practices and the attitudinal variables of job satisfaction, trust in management, and organizational commitment, implying that HPWS can provide win-win outcomes for employees and employers. However, the study also tests – from an employee perspective – the ‘complementarities thesis’ and finds negative interaction effects among HPWS practices. This strengthens the argument that there are likely to be limits to the positive outcomes of HPWSs for employees. Evidence of sequencing in the employee attitudinal responses to HPWSs was also found, with job satisfaction as the key mediating variable.     

How does distributive justice affect work attitudes? The moderating effects of autonomy

Organizational justice has been a frequently used lens for understanding employee attitudes, particularly towards the fair distribution of rewards. This study of 184 New Zealand employees found distributive justice relating to pay, benefits, and rewards to be significantly linked to job satisfaction and turnover intentions. Further, job autonomy was found to significantly interact with these relationships. While employees with high job autonomy reported higher job satisfaction and lower turnover intentions when distributive justice was high, employees with little job autonomy registered significantly larger changes in work attitudes. The findings highlight the importance of felt independence and autonomy over work in the role that justice perceptions play in organizations.     

Met expectations and supplies–values fit of Dutch young adults as determinants of work outcomes

Many studies have shown that work outcomes, such as job satisfaction and turnover intentions, are affected by met expectations and the fit between the work values of an employee and the supplies offered by the organization. However, research that investigates their simultaneous effects on work outcomes is absent in the literature. This study examined the concurrent effects of met expectations and supplies–values (S–V) fit of Dutch young adults on job satisfaction and intention to leave. It was hypothesized that met expectations as an outcome of a cognitive evaluation process would explain variance in affective work outcomes beyond and above that predicted by measures of S–V fit and main effects of job supplies and work values. Results supported this hypothesis. Theoretical and practical implications of these results directions for future research are discussed.