Traditionally, research focused on determining the causes of employee pay satisfaction has investigated the influence of job-related inputs, both extrinsic and intrinsic to the job itself. Together ...with these inputs, payrelated fairness issues have played an important role in explaining the phenomenon. However, few studies consider the factors linked to fairness issues, such as ethical leadership. Because ethical leadership necessarily entails the concept of fairness, it seemingly should have a positive effect. Furthermore, because the presence of supervisor ethical leadership (SEL) offers strong chances for employees to achieve moral accomplishments and excel in the practice of their jobs, SEL should enhance the effects of intrinsic job inputs. Whereas high job motivating potential (JMP) makes it easier for employees be self-actualized, moral fulfillment is necessary for them to obtain authentic self-actualization at work and minimize the impact of pay deficiencies. Along with SEL, JMP should be shaped to increase positive experiences of job meaningfulness, responsibility for job outcomes, and knowledge of results at work, which can lead to enjoyment in doing the job in itself, not just for compensation-related motives. Hierarchical regression analysis with a sample of 151 employees in a diverse set of Spanish organizations supports the direct effects of JMP and SEL and shows that higher levels of SEL increase the positive effects of JMP on pay satisfaction. The practical implications of these findings and further research directions conclude this article.
This article seeks to extend the understanding of the varying nature of job motivations on choosing public sector employment by comparing the two different groups of people-the employed and the ...unemployed-in the context of East Asia. Utilizing a subset of data from the International Social Survey Program on Work Orientation module in 2005, this article examines how eight job motivational aspects correlate with the choice between public and private sector employment. Major findings indicate that there are significant differences in job motivations between people of different employment status. Moreover, public service motivation was a not a significant factor of sector choice for the unemployed workers, compared to the employed workers who cited job usefulness to society as a reason to join the public sector employment. Practical implications are presented at the end of the article.
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In this study, we relate job motivating potential to frontline employee job satisfaction, affective commitment and performance levels and test the mediating role of psychological empowerment. Based ...on a sample of 1129 employee – supervisor dyads, we found that employee psychological empowerment fully mediates the relationship between job motivating potential and the outcome variables. Our findings confirm the importance of job design approaches to empowering employees. Next to proposing potential avenues for further research, we discuss some suggestions on how to put job redesign strategies into practice.
In a study of 2 occupational groups at small scientific stations in Antarctica, the motivations of 129 Navy enlished men who volunteer were less related to their specific jobs in the Antarctic than ...those of 66 civilian scientists. Results confirm the hypothesis that occupational group is a moderator of the job satisfaction-job performance relationship, and that the relationship is more pronounced for the scientist group than for the Navy enlisted group.
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This paper describes the results of a survey of members of the American Association for Artificial Intelligence (knowledge engineers) concerning their individual need for growth and their perceptions ...about their work environment. Responses are compared to those of software engineers whose qualifications are similar to those of knowledge engineers. Comparisons are made on 16 variables. The analysis shows that personnel in the two job categories are quite similar; both have quite high need for growth and therefore need jobs rich in the factors key to motivation. The survey also identified several problems that managers in the artificial intelligence (ai) area need to resolve.
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