Antecedents of employee job satisfaction: Do they matter?
This research investigates the collective effect of (1) the employee–organization relationship, (2) the employee–supervisor relationship, and (3) the employee–coworker relationship on employee job satisfaction. The empirical application considers a data sample comprising 374 valid observations and u...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2016 |
| País: | España |
| Institución: | Universitat Politècnica de Catalunya (UPC) |
| Repositorio: | UPCommons. Portal del coneixement obert de la UPC |
| Idioma: | inglés |
| OAI Identifier: | oai:upcommons.upc.edu:2117/360438 |
| Acceso en línea: | https://hdl.handle.net/2117/360438 https://dx.doi.org/10.1016/j.jbusres.2015.10.113 |
| Access Level: | acceso abierto |
| Palabra clave: | Job satisfaction Organizational goals Work–family balance Autonomy Supervisor support Teamwork Satisfacció en el treball Àrees temàtiques de la UPC::Economia i organització d'empreses |
| Sumario: | This research investigates the collective effect of (1) the employee–organization relationship, (2) the employee–supervisor relationship, and (3) the employee–coworker relationship on employee job satisfaction. The empirical application considers a data sample comprising 374 valid observations and uses qualitative comparative analysis (QCA) in its fuzzy set variant to test the model. A second-stage analysis compares the results with the results of alternative methodologies. The findings reveal that three different paths explain job satisfaction: (1) teamwork, identification with the strategy, and the absence of employee work–family balance; (2) employee work–family balance, autonomy, and identification with the strategy; and (3) supervisor support and identification with the strategy. The study concludes with a discussion of managerial applications. |
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