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Article
Publication date: 1 June 1997

James L. Price

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…

13772

Abstract

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.

Details

International Journal of Manpower, vol. 18 no. 4/5/6
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 28 August 2019

Saehya Ann and Shane C. Blum

This study aims to use Herzberg’s two-factor theory and attempted to discover, which motivational factors are the best predictors of senior employees’ job satisfaction and…

4453

Abstract

Purpose

This study aims to use Herzberg’s two-factor theory and attempted to discover, which motivational factors are the best predictors of senior employees’ job satisfaction and dissatisfaction and turnover intentions. The study also verified the two-factor theory’s validity.

Design/methodology/approach

This study used a Web-based, self-administered survey method with measurements developed specifically for this study. Structural equation modeling using confirmatory factor analysis was conducted to test the hypotheses.

Findings

The two factors that had significantly positive effects on job satisfaction were recognition and the work itself. Interestingly, achievement had a significantly negative effect on job satisfaction. The four hygiene factors that had a significantly negative effect on job dissatisfaction were technical supervision, personal life, status and job security. Job satisfaction had a significantly negative effect on turnover intention, while job dissatisfaction had a significantly positive effect on the variable, which supported Herzberg’s theory.

Research limitations/implications

Although quantitative research is the most useful research tool and is used most widely, the method can provide only limited information, while qualitative research might provide further information that would allow us to understand the relation between motivation, job satisfaction and turnover intentions better from different perspectives. Future research using Herzberg’s interview method would be helpful to obtain more detailed information regarding these factors.

Originality/value

This study is one of the first to use both job satisfaction and dissatisfaction separately to explore the relations among senior citizen employees’ motivators, hygiene factors, job satisfaction and dissatisfaction and turnover intentions in the hospitality industry, as most previous studies have used job satisfaction alone. This study’s empirical findings of the validity of Herzberg’s two-factor theory in this context prove that the theory remains applicable in a new environment six decades after its original development.

Details

International Journal of Contemporary Hospitality Management, vol. 32 no. 1
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 1 May 1983

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This…

14995

Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Details

Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 13 August 2018

Robert L. Dipboye

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Article
Publication date: 1 October 2003

Rathavoot Ruthankoon and Stephen Olu Ogunlana

Herzberg’s twofactor theory of motivation is widely known in management circles. However, it has been criticized regarding its validity in different work settings…

18636

Abstract

Herzberg’s twofactor theory of motivation is widely known in management circles. However, it has been criticized regarding its validity in different work settings. Construction is an industry with unique characteristics which may have special effects on employee motivation. This study tests the twofactor theory on Thai construction engineers and foremen following Herzberg’s interviewing procedure and compares the results to Herzberg’s. Responsibility, advancement, possibility of growth, and supervision contribute to job satisfaction, while working conditions, job security, safety on site, and relationships with other organizations contribute to job dissatisfaction. Recognition, work itself, company’s policy and administration, interpersonal relations, personal life, and status contribute to both satisfaction and dissatisfaction. Achievement contributes to satisfaction for engineers but contributes to both satisfaction and dissatisfaction for foremen. It is concluded that Herzberg’s theory is not entirely applicable in the Thai construction setting. Some factors should receive attention if construction employees are to be motivated effectively.

Details

Engineering, Construction and Architectural Management, vol. 10 no. 5
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 May 1998

Mark A. Tietjen and Robert M. Myers

The movement of workers to act in a desired manner has always consumed the thoughts of managers. In many ways, this goal has been reached through incentive programs…

111424

Abstract

The movement of workers to act in a desired manner has always consumed the thoughts of managers. In many ways, this goal has been reached through incentive programs, corporate pep talks, and other types of conditional administrative policy, However, as the workers adjust their behaviour in response to one of the aforementioned stimuli, is job satisfaction actualized? The instilling of satisfaction within workers is a crucial task of management. Satisfaction creates confidence, loyalty and ultimately improved quality in the output of the employed. Satisfaction, though, is not the simple result of an incentive program. Employees will most likely not take any more pride in their work even if they win the weekend getaway for having the highest sales. This paper reviews the literature of motivational theorists and draws from their approaches to job satisfaction and the role of motivation within job satisfaction. The theories of Frederick Herzberg and Edwin Locke are presented chronologically to show how Locke’s theory was a response to Herzberg’s theory. By understanding these theories, managers can focus on strategies of creating job satisfaction. This is followed by a brief examination of Kenneth Blanchard and Paul Hersey’s theory on leadership within management and how this art is changing through time.

Details

Management Decision, vol. 36 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 25 July 2008

Chien-Wen Tsai

International tourist hotels play important roles in the service industry and have to constantly improve their competitiveness. They need to provide their customers with…

Abstract

International tourist hotels play important roles in the service industry and have to constantly improve their competitiveness. They need to provide their customers with consistently high service quality in order to satisfy them. The employees of the international tourist hotels are the most important links in the service delivery chain because they are in direct contact with their customers. Because employee morale affects customer satisfaction the managers of the international tourist hotels need to cultivate good relations with their internal staff. Prior research identifies many factors affecting the satisfaction of employees. While relevant literature extensively investigates job satisfaction and leadership behavior, studies of these variables in the tourism service, particularly in hotel management, are almost absent. This research concerns the correlation between the style of managerial leadership and employee's job satisfaction in the international tourist hotel industry. After literature reviewing, empirical model and hypotheses are established. The study employs the questionnaires to conduct an investigation for employees in international tourist hotels so as to collect information. This research surveys 500 employees in international tourist hotels by questionnaire. A total of 300 questionnaires were returned (73 percent). Through correlation analysis, this research discovers that employees are more satisfied under consideration-style-leadership than construction-style-leadership. After controlling for differences in salary, employees appear to prefer consideration-style-leadership. No matter what the leadership style is, employees’ job satisfaction does not relate towards their coworkers. Besides, employees have different perceptions on work, salary, and overall satisfaction depending on their education level and seniority. The findings in this research expand the knowledge of human resource management and provide some practical suggestions to managers. The study provides a mechanism by which hoteliers can obtain feedback from employees about leadership styles. Such feedback can then serve as the basis for further development of leadership theory across disciplines. This study provides a guide to the preparation of supervisor in the hotel industry as effective leaders for the dynamic environment of the future. This study also provides a basis for informing developers of leadership training programs that can lead to improved hospitality academic leadership.

Details

Advances in Culture, Tourism and Hospitality Research
Type: Book
ISBN: 978-1-84950-522-2

Article
Publication date: 1 December 1997

Titus Oshagbemi

Several articles have reported and discussed the job satisfaction and dissatisfaction of workers in miscellaneous organizations. However, very few empirically‐supported…

17028

Abstract

Several articles have reported and discussed the job satisfaction and dissatisfaction of workers in miscellaneous organizations. However, very few empirically‐supported explanations have been given to explain job satisfaction or dissatisfaction. Probes into explanations for job satisfaction and dissatisfaction in higher education using content analytical methodologies. Finds that teaching and research‐related activities contribute significantly to both job satisfaction and dissatisfaction of university teachers. Finds also that several miscellaneous dimensions of the jobs of the workers, such as relative job security and changes in university funding mechanisms, contribute to satisfaction and dissatisfaction respectively. Discusses these findings in the light of the twofactor theory and the situational occurrences theory of job satisfaction.

Details

Education + Training, vol. 39 no. 9
Type: Research Article
ISSN: 0040-0912

Keywords

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