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The purpose of this paper is to study how high-involvement work systems (HIWS) affect job satisfaction, and tries to disentangle the mechanisms through which the effect occurs.

The authors use data for a representative sample of 10,112 Spanish employees. In order to test the mediation mechanism implied by the hypotheses, the authors follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit models were estimated to study the effect of HIWS on the mediating variables (job interest, effort and wages), and regression models were estimated to analyze the effect of HIWS on the final attitudinal variable (job satisfaction).

Empirical results show that HIWS results in higher levels of effort, higher wages and perceptions of a more interesting job. Moreover, greater involuntary physical effort reduces job satisfaction while higher wages, greater voluntary effort, involuntary mental effort and having an interesting job increase job satisfaction. The net effect of these opposing forces on job satisfaction is positive.

The use of secondary data posits some constrains in aspects such as the type of measures or the failure to control for personal traits. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction.

Managers should implement HIWS since in general they increase job satisfaction. A significant portion of this positive effect is channeled through perceptions of interesting job, higher wages and increased effort demands. Managers should pay attention to implementation issues.

The paper contributes to enrich the understanding of the relationship between the HIWS and job satisfaction, proposing a model that aims to disentangle the mediating mechanisms through which HIPWS affect job satisfaction. Unlike previous attempts, this model integrates opposing views about the positive or negative effects associated with HIWS.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

This paper aims to address how national culture moderates the relationship between job characteristics and job satisfaction.

The authors examine the most recent data collected from the International Social Survey Programme (ISSP) in 2015 from a group of 33 countries. Hofstede's cultural model is used to represent and measure national culture.

One of the most significant findings from the authors’ two-level regression analysis is that having an interesting job contributes more to job satisfaction in individualistic countries than in collectivist countries. The authors also find that the newly introduced cultural dimension indulgence vs restraint has some significant moderating effect on the relationship between job security, salary, the perceived interest of a job and job satisfaction. Job security also seems to contribute less to job satisfaction in societies that are long-term oriented.

This study provides further support for a more careful, nuanced examination of job motivation theories. Multinational companies should understand the needs of their employees and diversify their compensation packages accordingly. More attention should be paid to job design in individualistic or indulgent-oriented countries to create a satisfying job experience.

The authors examine the most recent data from ISSP and extend the literature by incorporating two additional cultural dimensions from Hofstede's model as moderators.

The purpose of this paper is to extend Handel's intrinsic and extrinsic framework for understanding job characteristics and job satisfaction to the worker experience in socialist and post‐socialist Hungary.

Non‐panel longitudinal data from the International Social Survey Program (work orientations I and II: 1989 and 1997 – survey questions on job characteristics and job quality) are used to examine the changing job quality and job satisfaction determinants in socialist and post‐socialist Hungary.

Descriptive statistics and regression analysis show that there are many significant changes in the intrinsic and extrinsic job characteristics and perceived job satisfaction of Hungarian workers from 1989 to 1997.

The main limitations of this research are that the key variables are subjective single‐item indicators; the non‐panel longitudinal nature of the data means the direction of causality among the variables examined cannot be tested specifically; and some variables of interest and other important control variables cannot be included in the analysis, as data were not available for both waves of the survey.

Since worker job satisfaction impacts firm performance and various measures of worker well‐being, firms (regardless of economic sector or private/public status) need to be cognizant of these differences and unique challenges facing Hungarian workers and work to tailor management philosophy and policy to create a unique work atmosphere that will benefit the interests of both the employer and the employee.

The main contribution of this paper is the analysis of changes in intrinsic and extrinsic job characteristics in Hungary, in light of the sweeping political and economic changes that accompanied the transition from a socialist state to a post‐socialist regime.

This study aims to explore the competencies needed by performance consultants, a particular role identified for training and development professionals. The role was formally named and promoted nearly two decades ago. Two ongoing discussions in the field are the competencies needed by training and development professionals and the role of consulting within the field.

This study identifies the general competencies needed by a performance consultant as reflected in job descriptions for the position. It accomplished this goal by collecting job descriptions for the position from organizations in Canada (the result of a practical arrangement with an organization that would collect the descriptions and remove identifying information before the research team analyzed them), systematically analyzing them using qualitative content analysis techniques and generating a profile of the position, which can be used as a basis for further analysis of the position.

The job title and competencies sought in the job descriptions differ from those proposed in the literature. Specific areas of difference include the title (none of the job descriptions analyzed explicitly used the title performance consultant), role in needs analysis and client relationships, technology competence (the job descriptions sought little, if any, while the literature suggests broad conceptual knowledge) and qualifications (most job descriptions only require a bachelor’s degree; many training and development professionals have more education).

The profile presented in this paper only represents that used in job descriptions (typically an idealized version) and in a particular national context. But if the results are validated with other methodologies and in other contexts, they suggest that the actual consulting role significantly differs from the one conceptualized in the literature.

The findings suggest that the consultant role conceived in the literature differs from the actual job expected by employers, at least as reflected in job descriptions. Research with incumbents in the job is needed to assess whether the inconsistencies are also reflected in the day-to-day work.

Social implications validate the broad concern that trainers have skills and talents to offer organizations that those organizations do not fully utilize.

The paper provides one of the few empirical studies of the job responsibilities of a performance consultant.

The purpose of this paper is to investigate employees' work motivation in China. It aims to give answers to two questions: what motivates employees in China? What are the effects of personal characteristics on work motivation for employees in China?

The study used convenience sampling to select the sample and the respondents were randomly selected from employees of six organizations, from people in the personnel market and also from people walking around in shopping centres in a very representative city of China – Ningbo. Then, descriptive statistics, t‐test (one sample t‐test, independent sample t‐test and one‐way ANOVA), regression analysis and scatter plots were used to analyze the data.

The findings of the study are: all the 15 motivation factors listed in the questionnaire, including good pay, promotion, desirable work environment, good welfare package, good bonus system, good company policy, good interpersonal relationships, good supervisors, job security, the opportunity to use my ability, a sense of challenge and achievement, positive recognition, autonomy, self‐actualization and interesting job, do motivate employees in China; good pay is the most important motivator for employees in China; employees' work motivation is affected by their personal characteristics.

It is believed that these findings can assist organizations in China, those located in Ningbo in particular, in effectively motivating their employees. It may also be applied to organizations located in other parts of the world which have Chinese employees.

In cooperation with the Danish Union of Librarians in 2001 a comprehensive survey of Danish library directors was conducted. There is a growing societal concern about management and leadership qualities and it is evident that leadership attributes are becoming increasingly important in the information sector. The survey focuses on a whole array of topics connected with leadership qualities and perceptions of different future challenges. In this paper the focus is on job satisfaction among library directors. Job satisfaction is a central topic for motivational theories and some of the more major of these are evaluated in relation to our findings. The analysis correlates job satisfaction with a number of both extrinsic and intrinsic factors and the existence of major differences between these factors and levels of job satisfaction among the library directors is found. Some of these factors appear to be connected with the level of activity in the library. The context of the paper is the problems of recruiting the right kind of staff. Included in the context is the need to create attractive workplaces.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

In celebration of the 25th anniversary of the founding of Career Development International, a state-of-the-art overview of recent trends in job-crafting research was conducted. Since job crafting was introduced twenty years ago as a type of proactive work behavior that employees engage in to adjust their jobs to their needs, skills, and preferences, research has evolved tremendously.

To take stock of recent developments and to unravel the latest trends in the field, this overview encompasses job-crafting research published in the years 2016–2021. The overview portrays that recent contributions have matured the theoretical and empirical advancement of job-crafting research from three perspectives (i.e. individual, team and social).

When looking at the job-crafting literature through these three perspectives, a total of six trends were uncovered that show that job-crafting research has moved to a more in-depth theory-testing approach; broadened its scope; examined team-level job crafting and social relationships; and focused on the impact of job crafting on others in the work environment and their evaluations and reactions to it.

The overview of recent trends within the job-crafting literature ends with a set of recommendations for how future research on job crafting could progress and create scientific impact for the coming years.

This study offers a global comparative analysis of variables associated with job satisfaction, specifically work-life balance, intrinsic and extrinsic rewards, and work relations on job satisfaction for hotel housekeepers.

The study analyzes these variants across 29 countries using International Social Survey Program data.

Findings indicate significant differences in job satisfaction for hotel housekeepers across countries, lower job satisfaction for hospitality occupations compared to all other occupational categories, lower job satisfaction for hotel housekeepers than employees in other hospitality occupations, and a statistically significant positive impact of some elements of work-life balance, intrinsic and extrinsic rewards, and coworker relations on job satisfaction.

The hospitality industry is characterized by poor work-life balance, high turnover rates and limited rewards. Hotel housekeepers report lower levels of satisfaction than other hospitality workers in terms of work-life balance, pay, relationships with managers, useful work and interesting work. Housekeepers play an important role in hotel quality and guest satisfaction. As such, understanding and addressing factors contributing to job satisfaction for hotel housekeepers is critical for managers