Zahra Malekzadeh; Hamid Reza Oreyzi; Hajar Barati
Abstract
IntroductionChoosing teleworkers and how to communicate with each teleworker is important for employers. The present study tries to provide a practical indicator to answer this issue by analysing personality traits, communication channels and the amount of teleworking. So, this research aims to investigate ...
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IntroductionChoosing teleworkers and how to communicate with each teleworker is important for employers. The present study tries to provide a practical indicator to answer this issue by analysing personality traits, communication channels and the amount of teleworking. So, this research aims to investigate the relationship between personality traits and job satisfaction with regard to the moderating roles of communication channels satisfaction and the amount of teleworking in employees with teleworking experience. MethodThe present study is a descriptive correlation-moderator type study. The statistical population of this study was all employees with telework experience who were members of Telegram and WhatsApp messengers, living in Tehran and Isfahan province in February and March 2021. The sample included 98 employees with teleworking experience. Respondents were selected through the convenience sampling method. The data were collected by the short form of NEO-FFI personality traits, job satisfaction scale of Judge and Bono, and Smith, Patmos and Pitts’ communication channel satisfaction. For data analysis, hierarchical regression analysis was used. ResultsResults indicated that among the personality traits, only neuroticism was significantly and negatively correlated with job satisfaction. No significant relationship was found between the amount of teleworking and job satisfaction. In addition, the amount of teleworking does not moderate the relationship between personality traits and job satisfaction. Satisfaction with communication channels moderated the relationship between neuroticism, conscientiousness and agreeableness with job satisfaction. DiscussionFindings from this study yield important practical implications for organizations including suggestions for optimizing communication channels satisfaction for employees with different personality traits and recommendations to help organizations effectively hire and retain teleworkers.
Hamidreza Oreyzi; Hajar Barati
Abstract
Introduction Job satisfaction includes the positive and negative feelings that each employee has about his/her job. It seems that this structure has been changed by changing the worker’s emotions caused by cognitive and motivational factors. So, this longitudinal study sought to examine the ...
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Introduction Job satisfaction includes the positive and negative feelings that each employee has about his/her job. It seems that this structure has been changed by changing the worker’s emotions caused by cognitive and motivational factors. So, this longitudinal study sought to examine the effect of positive affect on creating job satisfaction according to cognitive (effort-reward balance and cognitive emotion regulation strategies) and motivational (goal-engagement control strategies) mediators. In current research life span theory of control and affect events theory and effort-reward balance theory was integrated to investigate the effect of job design, effort-reward balance on job satisfaction via two approaches namely cognitive regulation and compensatory and secondary control mechanisms. Method The research sample consisted of 726 employees of Isfahan Oil Refining and Distribution Company and Isfahan Oil Refinery that were randomly selected and responded to research tools three times in two years. Marginal structural equation method was used to analyze the data. The formal theory of counterfactual causal inference was used for casual inferences that extended Neyman-Rubin Holland point treatment theory contains time-varying treatments, outcomes, and concomitants. The effort-reward balance and cognitive emotion regulations were considered counterfactual treatments that influence job satisfaction. The G-FORMULA software was used to implements the parametric g-formula to estimate the mean of an outcome under hypothetical treatment strategies sustained over time from longitudinal data with time-varying treatments and confounders. The difference between the marginal structural model and the median analysis in longitudinal research is that in the latter case the research findings are collected in three waves three times, while in the analysis of this research the time intervals 2 and 3 of the mediating and dependent variables are collected. This approach is closer to the concept of causality because data has been collected over time, which is equivalent to their role in mediation, and the research design helps to validate the theory. Results The results showed that job satisfaction is determined, at time 3, by effort-reward balance and positive cognitive emotion regulation strategies, and at time 4, by effort-reward balance, positive cognitive emotion regulation strategies, and goal-engagement control strategies. The main strength of the marginal structural model is in predicting job satisfaction in the assumed future that can generalize in the future overall. Discussion Based on the results, it was recommended that organizations and managers focus on both cognitive and motivational factors to create job satisfaction, that is, to strive for a balance between the efforts of the employees and the rewards offer to them and teaching employees positive cognitive emotion regulation strategies, and goal-engagement control strategies. One of the main strengths of the model was to use both robust theory and longitudinal data to show intermediate variable nature. The focus of the research also was to show that fit indices weren’t enough to infer mediation. Comparing the results with the data collected in a time-lapse article shows how it was not possible to make decisions about the causal model in that case.
Hajar Barati; Hamid Reza Oreyzi
Abstract
Job satisfaction is the positive emotional state that workers have toward their jobs, and organizational commitment results from their positive emotions toward their organizations. At present research the relations of these two variables and also the path analysis model of components of these variables ...
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Job satisfaction is the positive emotional state that workers have toward their jobs, and organizational commitment results from their positive emotions toward their organizations. At present research the relations of these two variables and also the path analysis model of components of these variables were investigated. The participants consisted of 404 employees from an industrial company that selected by simple random sampling method. Participants responded to research instruments by Job Satisfaction and Organizational Commitment Questionnaires. Pearson´s correlation coefficients and path analysis used for data analysis. Findings showed that the proposed model fit the data properly. Results also indicated the positive relationships of job satisfaction, promotion satisfaction, and pay satisfaction with affiliation commitment, and positive relationships of job itself satisfaction, supervisor satisfaction, policy satisfaction and satisfaction with flow with identification commitment, and finally the positive relationships of identification commitment and affiliation commitment with exchange commitment. According to the findings, organizations should prepare conditions for increasing job satisfaction and in this way increase their employees organizational commitment.
