Relative pay and job satisfaction: some new evidence

This paper investigates the determinants of job satisfaction using data from the National Educational Longitudinal Study. The determinants of interest include actual pay, relative pay, hours of work, job autonomy and several personal characteristics. We also investigate the determinants of satisfaction with pay conditional on a worker's satisfaction with other domains of job satisfaction, such as satisfaction with job security. We find that relative pay is statistically significant but that its effect on satisfaction with pay is relatively small. Job autonomy has a powerful influence on satisfaction with pay. So too does being black.JOB SATISFACTION WAGES AUTONOMY SECURITY

Relative pay and job satisfaction: some new evidence

This paper investigates the determinants of job satisfaction using data from the National Educational Longitudinal Study. The determinants of interest include actual pay, relative pay, hours of work, job autonomy and several personal characteristics. We also investigate the determinants of satisfaction with pay conditional on a worker's satisfaction with other domains of job satisfaction, such as satisfaction with job security. We find that relative pay is statistically significant but that its effect on satisfaction with pay is relatively small. Job autonomy has a powerful influence on satisfaction with pay. So too does being black.

Temporary Jobs in Ireland: Does Class Influence Job Quality?

Fixed term and casual employment have become increasingly common in OECD countries in the last decade. Research suggests that non-permanent contracts are associated with lower job quality. This paper examines differentials in three indicators of job quality in Ireland: hourly wage, probability of training and level of autonomy. The paper also examines four hypotheses on job quality derived from transaction cost and insider-outsider theories which suggest an important interaction between social class position, non-permanent employment and job quality. Results show that fixed term and casual contracts are associated with lower earnings, less training and lower autonomy.

Does Motivation Trigger Autonomy, or Vice Versa?

Do firms use autonomy to motivate workers, or do they give autonomous jobs to workers who are already especially motivated? A standard result in economics is that firms offer autonomous jobs to promote worker motivation. But surprisingly, little attention has been given to the details of this practice of giving autonomy to especially motivated workers. In contrast, findings from social psychology demonstrate that how people handle new information is closely related to what motivates them. Does autonomy in fact trigger motivation? I argue in this study that motivation may trigger autonomy, and thus that firms may benefit from screening for intrinsically motivated workers. I assume that workers differ in their degree of motivation, and that motivated workers have a lower cost of processing information than unmotivated ones. While motivated workers concentrate on searching for available information, unmotivated ones focus on ignoring certain information as irrelevant. Therefore, firms would gain efficiency from giving the more motivated workers a higher degree of autonomy. This link between autonomy and motivation also has implications for non-monetary aspects of the job, such as forms of leadership style and job design.Incentives, motivation, job-design, tasks and authoirity

Factors Affecting job satisfaction of employees in Pakistani banking sector

The job satisfaction has got tremendous attention in organizational research. The focus of this study is to determine the impact of various human resource management practices like job autonomy, team work environment and leadership behavior on job satisfaction. It also investigates the major determinants of job satisfaction in Pakistani banking sector. This study further evaluates the level of difference in job satisfaction among male and female employees. The sample of the study consisted of 450 employees working in different banks of Rawalpindi, Islamabad and Lahore through the questionnaire, of which 295 were returned and processed. SPSS was used to analyze the data, using Independent Sample T Test, Correlation and regression analysis. There is a positive and significant link between job satisfaction and human recourse management practices like team work environment, job autonomy and behavior of leadership. From the findings of the study, it is also inferred that male and female workers have significantly different level of job satisfaction.Human resource management practices, job satisfaction, employees, banking sector

ANTESEDEN KEPUASAN KERJA, AMBIGUITAS PERAN DAN OTONOMI KERJA PADA AUDITOR EKSTERNAL PEMERINTAH

This study examines the antecedents of job satisfaction, role ambiguity, and job autonomy experienced by government external auditor. Job autonomy, role ambiguity, promotion opportunities, and growth needs are hypothesized as the antecedents of job satisfaction, while formalization and job autonomy influences role ambiguity, and finally, tone at the top has a relationship with job autonomy. The respondents are the auditors of BPK RI in Jakarta. Sampling technic was using a random sampling method. Data are collected using survey questionnaires submitted directly to the respondents. From 400 questionnaires, only 144 questionnaires are used for analyzing. The data analysis employs using path analysis with partial least square (PLS) methods. The results show that role ambiguity and growth needs influence job satisfaction. However, job autonomy and promotion opportunities do not have significant effect on job satisfaction. The results also indicate that formalization and job autonomy can minimize role ambiguity, and tone at the top relates to external auditor’s job autonomy

Business Owner-Managers’ Job Autonomy and Job Satisfaction: Up, Down or No Change?

KingdomThe current study developed a dynamic model which identified a pattern of change in small business owner-managers’ job autonomy and job satisfaction separately through the trend analyses (linear, quadratic, and cubic trends). The current study then tested the associations between the growth models of job autonomy and job satisfaction. The study utilized data from an Australian sample over 9 years with a total sample of 1,044 self-employed individuals. In brief, the findings illustrate a curvilinear relationship (cubic and non-monotonic) between changes in job autonomy and job satisfaction. Further, the change rate of job satisfaction was faster among small business owner-managers who perceived greater fluctuation of job autonomy, compared to those who perceived lesser shifts in job autonomy

Modeling The Effects Of Social Integration And Job Autonomy On Job Satisfaction Among School Sport Facilitators In Southern Gauteng

Research within the domain of job satisfaction has brought about renewed interest among human resource practitioners and researchers in the past twenty years. Furthermore, many studies have examined the antecedents of job satisfaction in various organisational settings. However, focusing on social integration and job autonomy relationships with work outcomes have been limited and worthy of empirical investigation. The purpose of the study was to examine the relationship between social integration and job autonomy on job satisfaction among school sport facilitators. The study is located with a quantitative research paradigm. A structured questionnaire consisting of validated scales for social integration, job autonomy and job satisfaction was administered to a sample of 201 school sport facilitators in the Southern Gauteng region of South Africa. The results show significant positive correlations among the constructs, social integration, and job autonomy and job satisfaction. In addition, social integration, a facet of QWL life and job autonomy was found to significantly influence job satisfaction. Confirmatory factor analysis (CFA) was used to examine the fit to the proposed model and the path model using structural equation modelling (SEM) to examine casual relationships among the constructs.  Results show satisfactory goodness-of fit indices. The path model showed strong casual relationships indicating that social integration and job autonomy of school sport facilitators significantly related to job satisfaction. The results demonstrate that the higher the prevalence of social integration and job autonomy, the higher the levels of job satisfaction. It is recommended that sport facilitators should be given adequate autonomy to make decisions about the services they render and any top-down imposition of change may be counter-productive to job satisfaction among sport facilitators

Effect of Job Autonomy Upon Organizational Commitment of Employees at Different Hierarchical Level

The main aim of the present study was to examine the effect of job autonomy upon organizational commitment of employees at different hierarchical level. A study was made on randomly selected 100 male employees who work in different organizations in Agra, who were administered Organizational Commitment Scale (by Allen & Meyer, 1990) and Job Autonomy Scale (by Das, Arora, & Singhal, 2000). On the basis of median of the job autonomy scores, the sample was divided into two groups (1) high job autonomy group and (2) low job autonomy group and on the basis of hierarchical level, the employees were divided into two groups (1) 50 high hierarchical level employees’ including managers, etc. and (2) 50 low hierarchical level employees, e.g. clerical staff, etc. The 2x2 factorial design was formed for this purpose and four groups of employees were formed (1) high hierarchy, high autonomy group (2) high hierarchy, low autonomy group(3) low hierarchy, high autonomy group and (4) low hierarchy, low autonomy group. A two-way analysis of variance was employed to compare the level of organizational commitment of each of the four groups. There is a significant difference found between job commitment of employees with high and low job autonomy (F = 4.670, p < .05). There is a significant difference found between job commitment of employees of high hierarchical group and those of low hierarchical group (F = 40.691, p < .01) and significant interaction effect found between job autonomy and hierarchical level upon organizational commitment of employees (F = 6.114, p < .05)