Download - WORKERS SATISFACTION THROUGH VERTICAL JOB …€¦ · WORKERS SATISFACTION THROUGH VERTICAL JOB ... between skill variety and employee satisfaction. 67 Workers Satisfaction Through

WORKERS SATISFACTION THROUGH VERTICAL JOB LOADING AMONG CASUAL EMPLOYEES OF OIL AND GAS

COMPANIES IN NIGERIA

GABRIEL, J. M. O., ASAWO, S. P.

ANDIDRIS, ADEKUNLE ABIODUN

ABSTRACTThis study examined ways to enhance job satisfaction of oil and gas industry workers through vertical job loading. The study adopted a cross sectional survey design to solicit responses from respondents across five oil companies in Rivers State, using simple random technique. After data cleaning, questionnaire from 115 respondents were finally used for data analysis. Descriptive statistics and Spearman's Rank Order Correlation Coefficient respectively were used for data analysis and hypothesis testing. Empirical findings revealed that there is a positive and significant relationship between all the dimensions of vertical job loading: skill variety, task identity, task significance, feedback and autonomy and employee satisfaction. The study thus concluded that each of the characteristics of vertical job loading significantly enhanced employee job satisfaction and recommended that managers of organisations need to take proactive steps in designing jobs that have the necessary features; and will not demean the humanness of employees.

Keywords: Vertical, Job, Loading, Workers , Satisfaction, Casual

IntroductionThe oil and gas industry in Nigeria has been characterized by incessant industrial disputes Onwe (2014) in the last two decades. The situation, which is an offshoot of the level of workers dissatisfaction, has been attributed partly to the casualization of jobs in the industry. Fapohunda (2012) affirms that "in Nigeria the scourge of casualization of employment is gaining grounds in an unprecedented proportion, intensity and scale", and this has become of great concern to stakeholders as "employers of labour are increasingly filling positions in their organizations that are supposed to be permanent with casual employees". Oluwadare (2014) states that the "new development in Nigeria today is that the term 'casual' worker has been replaced by 'contract staff'", particularly in the oil and gas industry. Okafor (2010) was reported to have estimated that in 2001, out of a total of 37,624 junior workers in Nigeria's oil industry, 14,559 were casual/contract staff (Oluwadare 2014).

Speaking about the effects of casualization, Fapohunda (2012) who describes casual workers as occupying a precarious position in the workplace and society argues that casualization "exerts downward pressure on the wages and working conditions of those employees who are viewed as permanent". This is because:

Pay systems and employment conditions are always operated in a process that engenders comparison among the entire workforce.

66

Again, casualization threatens the direct or indirect replacement of permanent workers by casual workers (Fapohunda, 2012, p.262).

This situation creates a psychological imbalance in the permanent workers due to the fear of the unknown. Unfortunately, not much attention has been paid to this psychological stress that permanent workers go through because of casualization. Rather, attention has been focused only on the fight for casual workers to be absorbed permanently. This study thus fills the gap by examining the role of vertical job loading in enhancing workers' satisfaction in the face of the psychological effect of casualization in the Nigerian oil and gas industry.

Job satisfaction is one of the most studied concepts in the social and behavioural sciences. Unfortunately, the numerous research literatures on the topic have not completely resolved all enduring questions that continue to puzzle the researchers and managers in a variety of organizations. The term job satisfactions was described as the attitude and feelings people have about their work; where positive and favorable attitudes towards the job indicate job satisfaction and negative and unfavorable attitudes towards the job portrays job dissatisfaction (Armstrong, 2006). Similarly, Locke (as cited in Yang and Lee 2009) defined Job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences. Literature is awash with studies on the benefits of satisfied workforce (see), hence the constant need for the search of its predictor.

On the other hand, vertical job loading is Fredrick Hertzberg's (1950) description of job enrichment (Davoudi, 2013). It is an aspect of job design which represents the design of jobs to increase responsibility, recognition and opportunities for growth and achievement (Daft, 2000). Vertical job loading has been proven to bring about the minimization of boredom, inflexibility and dissatisfaction (Leach & Waqll, 2004). Previous studies have looked at age, salaries and benefits, non –financial incentives as predictors of job satisfaction (see Long, & Swortzel,. 2007; Gabriel & Nwaeke, 2015). However, we intend to consider job satisfaction as an antecedent of job enrichment and to achieve our objectives of determining the association of vertical job loading and employees' job satisfaction, the following research questions and hypotheses are put forward. .

Research Questionsi. To what extent is skill variety significantly associated with employee satisfaction?ii. To what extent is task identity significantly associated with employee satisfaction?iii. To what extent is task significance significantly associated with employee satisfaction? iv. To what extent is autonomy significantly associated employee satisfaction positively

associated. v. To what extent is feedback significantly associated with employee satisfaction?

1.1 Statement of Hypotheses Based on the research questions, the following null hypotheses are formulated. Ho : There is no significant relationship between skill variety and employee satisfaction. 1

67

Workers Satisfaction Through Vertical Job Loading Among Casual Employees Of Oil And Gas Companies In Nigeria

Ho : There is no significant relationship between task identityand employee satisfaction.2

Ho : There is no significant relationship between task significance and employee satisfaction. 3

Ho : There is no significant relationship between autonomy and employee satisfaction. 4

H : There is significant relationship between feedback and employee satisfaction. O5

Literature

2.1 The Concept of Vertical Job LoadingVertical Job loading is a job-design strategy for enhancing job content by building more motivating potentials into it (Lunenburg, 2011); a vertical expansion of the job as opposed to job enlargement (Raza & Navaz, 2011) or the "redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition". More so, vertical job loading had been described as a qualitative change to a job that increases the extent of autonomy, feedback, and significance of the job, allowing workers to have better control and feedback in their work setting (Hackman & Oldham, 1976). Vertical job loading encourages workers to learn, develop and do innovative experiments at work; by that, it helps to boost the morale and motivation of workers (Hackman and Oldham (1980).

2.2 Dimension of Vertical Job Loading2.2.1 Skill Variety In the view of Grag & Rastogi (2006) cited in Ali, (2010) skill variety refers to the extent to which the job requires the employee to draw from a number of different skills and abilities as well as upon a range of knowledge. Jobs that are high in skill variety are seen by employees as: more challenging and promising possibly because it involves a range of skills; relieves monotony that results from repetitive activity; and gives employees a greater sense of competence. For example, an administrative assistant with high skill variety may have to perform many different tasks such as scheduling meetings, making airline and hotel reservations, carrying out research, preparing written reports, and meeting with customers.

2.2.2 Task Identity Task identity is the degree to which a job requires completion of a "whole" and identifiable piece of work—that is, doing a job from beginning to end with a visible outcome or the combination of tasks to form complete jobs. Task identity can also be described as the degree to which a person is in charge of completing an identifiable piece of work from start to finish. When employees work on a small part of the whole, they are unable to identify any finished product with their efforts. They cannot feel any sense of completion or responsibility for the whole product. However, when tasks are broadened to produce a whole product or an identifiable part of it, then task identity has been established. For example, dress designers will have high task identity if they do everything related to making the whole dress like measuring the client, selecting the fabric, cutting and sewing the dress, and altering it to fit the customer.

2.2.3 Task Significance

68

Nigerian Journal Of Oil And Gas Technology - Vol 2 No. 1

Task significance is the degree to which the job has a substantial impact on the lives of other people, whether those people are in the immediate organization or in the external environment. For example, medical researchers working on a cure for a terminal disease most likely recognize the importance of their work to society. Even more modest contributions to an organization can be recognized as being important to the extent that employees understand the role of their jobs to the overall mission of the company. The point is that employees should believe they are doing something important in their organization or society, or both. 2.2.4 Autonomy This is the fourth core job dimension. It reflects the degree of liberty, freedom, independence, impartiality, objectivity and administrative ability the job holder has in accomplishing the task given to them. It can be pointed out that employee perform better when they have the freedom, autonomy and opportunity to decide what and how the job is to be performed and accomplished (Kotila, 2001).

Autonomy is seen as a integral aspect of motivating employees and giving them the sense to feel they are part of the organizational members and not just as a machine to be used and overhauled (Leach & Wall, 2004). Autonomy has been consistently associated to employee satisfaction as a positive factor (Parker & Wall, 1998; Hackman & Oldham, 1980). Given the unstructured nature of complex jobs, which require workers to exercise judgment, decision-making, creativity and other discretionary behaviour (Frese and Zapf, 1994) argued that those with discretion and control can more effectively resolve problems because they have the freedom to apply their personal initiatives in choosing strategies to deal with the situation.

2.2.5 Feedback Feedback is a unique and very important aspect of career development which entails a regular review of the performance of employee in the organization (Caruth & Humpherys, 2008) but does not stop there but goes further to communicate the employees (Sole, 2009). This employee's evaluation through a good feedback mechanism as to a larger extent helps employees to know how they are progressing within the organization (Caruth & Humpherys, 2008).

2.2 The Concept of Employee Satisfaction Locke (as cited in Yang and Lee 2009) defined Job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences. Smith et al (as cited in Galanou et al, 2010) defined job satisfaction as the feelings that worker has for his job. Spector (1997) opined: "whereas the humanitarian perspective views job satisfaction as a reflection of the good treatment of employees, the utilitarian perspective views job satisfaction as an antecedent of positive organisational functioning". The utilitarian school of job satisfaction puts an emphasis on the positive relationship between job satisfaction and higher organisational performance. As earlier said, employee satisfaction as it is most conceptualized as job satisfaction is simply how content an individual is with his job. Simply stated, job satisfaction refers to the attribute and feelings people have towards their work. Positive and favourable

69


attitude towards the job indicate employee satisfaction. Satisfaction may be affective: one-dimensional subjective construct representing an overall emotional feeling individuals have about their job as a whole (Kallebury 1977) and (Moorman 1993).

It may also be cognitive; more objective or logical evaluation of various facets of job. Cognitive job satisfaction does not asses the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with the objectives they themselves set or with other jobs. Job satisfaction dimensions include satisfaction with pay, promotional opportunities, fringe benefits, contingent rewards (appreciation and recognition), supervision, co workers, nature of work itself, communication, and work conditions (Spector 1985). Various research findings had established the importance of job satisfaction on the achievement of organisational goals. External work factors such as supervisor relations, pay, co-worker relations and organisation culture significantly influence employee satisfaction and commitment to the organisation (Pepe 2010).

Vertical Job Loading and Employees' SatisfactionLiterature is awash with the findings that vertical job loading is an inducer of job satisfaction and commitment (See Kinicki and Kiethener, 2003, Coher et al 1985 and Hacham and Oldham 1980). Rotwell and Kazanas (2004) discovered that the enhancement of organizational performance becomes vague the moment an employee feels displeased disgruntled or discouraged about how things are done. Similarly, Al-Nsour (2012), Cherati Mahdavi & Rezaeian (2013), (Davoudi, 2013), Yang and Lee (2009), and Raza & Nawaz, 2011) are not in dispute over the effects of vertical job loading on job satisfaction. It is on the strength of the afore -noted findings that our study hypotheses were drawn.

MethodsWe adopted a cross-sectional survey for data collection. Given the population of the study which is comprised of employees of some oil companies in Rivers State, a total sample of 125 respondents was randomly drawn. Data was collected on the following measurements of the study variables: Vertical job loading (predictor variable) was measured using the five subscales (with minor modifications) of the Job Characteristics Survey (Oldman & Hackman, 1976): skill variety, task identity, task significance, autonomy, and feedback. Similarly, job satisfaction (criterion variable) was measured with items that were originally adapted from Weiss's (1967) MSQ for Job Satisfaction; A five point Likert scale was used, from 5-strongly agree to I strongly disagree. The instrument was personally administered and retrieved. Out of the 125 questionnaire administered, 115 copies were deemed valid for inclusion in the analysis. The Spearman's Rank Order Correlation Coefficient was used to determine the strength of association between the investigated variables.

70


Results The descriptive statistics revealed that 60(52.2%) of the respondents were male whereas 55(47.8) were females. Also 50 respondents (43.5%) were unmarried whereas 65(56.5) were married. 41 (35.7) indicated to have worked below 5 years. 39 (33.9%) have worked between 5-9 years while 35 (30.4%) have worked for 9 years and above. 12 (10.4%) respondents possessed O' Level certificates, 13 (11.3) hold OND, 44 (38.3%) hold of B.Sc. or its equivalent while 36 (31.3) hold MBA degrees or its equivalent; then 10 (8.7%) were M.Sc. holders.

Test of HypothesesTable 1: Decision summary

Hypotheses

Decision

Basis for decision

H01: There is no significant

relationship between skill variety and

employee satisfaction.

The null hypothesis

was Rejected

Relationship was

significant based on the

correlation coefficient of

0.405 and p -value

where p=0.000<0.05


relationship between task identity and

employee satisfaction.

The null hypothesis

was Rejected

Relationship was



0.258 and p -value where

p=0.000<0.05


relationship between task significance a

nd employee satisfaction.

The null hypothesis

was Rejected

Relationship was


correlation coefficient


p= 0.000<0.05

H04:

There

is

no

significant

Relationship

between

autonomy and

em

ployee

satisfaction.

The null hypothesis

was Rejected

Relationship was




p=0.000<0.05

71


H05:

There

is

no

significant relationship

between

feedback and employee

satisfaction.

The null hypothesis

was Rejected

Relationship was

significant based on

the


0.424

and

p-value

where

p=0.000<0.05

Source: Research Data, 2016

Discussion of FindingsSkill Variety and Employee Satisfaction A significant relationship was found between skill variety and employee satisfaction. This finding corroborates previous finding in literature as buttressed by Hackman & Oldham (1975); John, Xie & Fang (1992) who stated that greater skill variety is associated with greater perceived satisfaction of one's Jobs because variety is seen by employees as; more challenging because of the range of skills involved. Also, they observed that it relieves monotony that result from repetitive activity; and gives employee a greater sense of satisfaction and competence. For example, a low skill variety exists when an assembly-line worker performs the same two tasks repetitively. The more skills involved, the more meaningful the job becomes and more satisfying.

Task Identity and Employee Satisfaction It was revealed that there is a significant relationship between Task identity and employee satisfaction. This finding corroborates that of Hadi and Adil (2010) who found task identity to be the most important predictor of job satisfaction. The finding is quit justifiable as task identity is the extent to which employees do an entire piece of work (instead of small parts) and can clearly identify the results of their effort (Sims, Szilgyi, & Keller, 1976). This leads to the psychological state of experienced meaningfulness of work which in turn determines one's level of job satisfaction. This finding is also harmonious with those of Hoonaker, Alexandre, and Pascale (2004) who found job characteristic model as a significant model predicting job satisfaction with task identity explaining the largest amount of variance in job satisfaction;as well as Yen-Ju, Yeh, and Lin (2007) who found that the more enriched the job, the greater the job satisfaction and less intention to leave the job.

Task Significance and Employee Satisfaction Results revealed that there is a significant relationship between Task significance and employee satisfaction. Scholars have often argued that job performance can be enhanced through the cultivation of perceptions of task significance—judgments that one's job has a positive impact on other people (Hackman & Oldham, 1976; Morgeson & Humphrey, 2006). Task significance is thought to be particularly critical in today's economy, as employees are increasingly concerned with doing work that benefits other people and contributes to society (Colby,

72


Sippola, & Phelps, 2001; Turban & Greening, 1997) and as organizations are increasingly concerned with providing employees with these opportunities ( Brickson, 2005; Thompon & Bunderson, 2003).

Feedback and employee satisfactionA positive and significant relationship between feedback and employee satisfaction was also found. This agrees with the result in the study conducted by Morris and Venkatesh (2010) which revealed that feedback has positive relationship with job satisfaction and by extension performance. Feedback from the job reflects the degree to which the job provides clear and direct information about one's effectiveness or performance.

Work Autonomy and Job SatisfactionWe found that there is a significant relationship between Work Autonomy and Job Satisfaction. This result confirms the findings of Castillo and Cano (2004) that work autonomy was the most motivating aspect of universities faculty members job satisfaction and also highlighted that work itself was the characteristic most satisfying, and working conditions' being the least satisfying characteristic of their jobs. Studies such as Parker and Wall (1998) and Neuman (1989), state that employee satisfaction is consistently linked with the job autonomy. In addition, in terms of professional development, research (Hart and Rotem, 1995, Manley, 1995) also has indicated that work autonomy could be considered as an essential element. In indicating the importance of work autonomy, Yunki (1999) in his research emphasizes that such autonomy is the most significant predicator of employee job satisfaction.

ConclusionFollowing the results of this study, we therefore conclude that for organizations to boast of a satisfied workforce, such organizations must look beyond the financial incentivizing strategies by ensuring that they lend attention to vertical job loading where jobs are designed with deep rootedness in skill variety, task identity, feedback, task significance and work autonomy because in so doing employees would find their jobs more appealing and interesting.

RecommendationsBased on the discussion and conclusion above, the following recommendations are hereby made:

1. Managers in the oil and gas companies should inculcate skill varieties in jobs so that employees can find their jobs demanding and enthusing to do.

2. Managers should also take proactive steps in designing jobs with task identity so that employees can be identify their contribution in the whole output of the organisation.

3. Management should design job that emphasize task significance by significantly expanding the 'external roles' (that is roles and capacity to meet expectations of those outside the organisation) of employee. This approach may serve to enhance opportunities for self-direction and accomplishment through creative and innovative

73


response to the demand of these outside stakeholders in the organisation4. Management should design an effective feedback mechanism that would provide useful

and timely employee evaluation on the progress of the employee in the discharge of their duties.

5. Management should seek to design jobs which offer work autonomy so as to make the worker feel proud and have a sense of achievement when that particular job is well done. Employee empowerment programs that promote greater work freedom of the employee to make decisions and own their position should be emphasized.

These steps will ease off the psychological trauma that permanent staff are subjected to following the high rate of casualization in Nigeria's oil and gas industry.

REFERENCES

Ali, H. & Amosiya, M. (2010). Impact of job design on employees' performance. Journal of Job Design and Employee Performance. 54(2), 235

Al-Nsour, M. (2012). Relationship between incentives and organizational performance for employees in the Jordanian University. International Journal of Business and Management, 18(10), 25-30.

Armstrong, M. (2006). A handbook of human resource management practice, Tenth Edition, Kogan Page Publishing, London.

Brickson, S. L. (2005). Organizational identity orientation: Forging a link between organizational identity and organizations' relations with stakeholders. Administrative Science Quarterly, 50, 576–609.

Caruth, D.l & Humphrey, J.H., (2008). Performance appraisal; essential characteristics for strategic control. Measuring Business Excellence, 12(3), 24-32

Castillo, J. X. & Cano, J. (2004). Factors Explaining Job Satisfaction among Faculty. Journal of Agricultural Education, 45 (72), 23-29

Cherati, H. Mahdavi, I. & Razaein, J. (2013). The mediating role of job satisfaction between spiritual intelligence and organizational commitment. International Journal of Research in Organizational Behaviour and Human Resource Management. 12(41): 244-259.

Chung-Van, G.A. (2010). The non-linear effect of job complexity and autonomy on job satisfaction, turnover and psychological well-being. Journal of Occupational Health Psychology. 15(3), 237-251.

Colby, A., Sippola, L., & Phelps, E. (2001). Social responsibility and paid work in contemporary American life. In A. Rossi (Ed.), Caring and doing for others: Social responsibility in the domains of family, work, and community (pp. 463–501). Chicago: University of Chicago Press.

Daft, ,R.L.(2000). Organization theory and design. (7th ed.) South-Western College

74


Publishing, Thomson Learning. U.S.A.

Davoudi S.M.M. (2013). Impact: Job enrichment in organization citizenship behaviour. Journal of Indian Management. 25(20), 115-220

Fapohunda, T. M. (2012). Employment casualization and degradation of work in Nigeria. International Journal of Business and Social Science, 3(9), 257-267.

Gabriel, J.M.O. & Nwaeke, L. I. (2015). Non- financial incentives and job satisfaction among hotel workers in Port Harcourt, Journal of Scientific Research and Reports, 6(3):227-236.

Galanou, E, Georgakopolous, G; Sotiropoulous, I. & Dimitris, V.(2010). The effect of reward system on job satisfaction in an organisation chart of four hierarchical levels: a quantitative study. Canadian 6(5). 102-123.

Grag, P. and Rastogi, R. (2006). New model of job design: motivating employees performance, Journal of management development, 25(6): 572-87.

Gupta, A, & upadhyay, D. (2012).impact of effectiveness of performance management system on employee satisfaction and commitment. International journal of management, IT and engineering, 2(7):42-50

Hackman, J.R. & Oldham, G.R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250-279.

Hackman, J.R., & Oldham, G.R. (1980). The job diagnostic survey: an instrument for the diagnosis of jobs and the evaluation of job redesign projects (Technical Report No. AD0779828). Connecticut, New Haven: Yale University New Haven.

Hadi, R. and Adil, A. (2010). Job Characteristics as predictors of work motivation and job satisfaction of bank employees, Journal of the Indian Academy of Applied Psychology 36 (2), 294-299.

Hart, G. & Rotem, A. (1995). The clinical learning environment: nurses' perceptions of professional development in clinical settings. Nurse Education Today, 15, 3-10.

Herzberg, F. (1968) "One more time: How do you motive employee?" Haward Business Review, 46: 53-62.

Hoonakker, P., Alexandre, M., & Pascale, C. (2004). The relation between job characteristics and quality of working life: The role of task identity to explain gender and job type differences. Human Factors and ergonomics Society Annual Meeting Proceedings, Macroergnomics, 1571-1575.

John G. Xie, J.L, & Fang, Y (1992). Moderating and mediating effect of job design. Journal of management, 18,657-676.

Kalleberg, A. (1997). Work values and job rewards: A theory of job satisfaction. American

75


Sociological Review, 42(1), 124-143.

Kinick, A. and Kreltiner, R. (2003). "Management A practical introduction". Library of Congress Cataloguing – IN-Publication Data. USA. 60:(2),331-348.

Kotila, O. (2001). Job enrichment. Retrieved February 8, 2004 from .

Leach, D. & Wall, T. (2004). What is job design? Retrieved February 10, 2009 from .

Loher, B: Noe,R: Moeller,N: and Fitzgerald, ra. (1985). A meta-analysis of the relation of job characteristics of job satisfaction. Journal of Applied Psychology, 70.280-289.

Long, J. L., & Swortzel, K. A. (2007). Factors influencing job satisfaction of extension agents in the Mississippi State University Extension Service. Proceedings of the 2007 American Association for Agricultural Education Research Conference, 34, 41 – 53. Retrieved from

Lunenburg, F. C. (2011). Self-Efficacy in the Workplace: Implications for Motivation and Performance International Journal of Management, Business, and Administration 14 (1), 1-6

Manley, J. (1995). Sex-segregated work in the system of professional development and stratification of nursing. The Sociological Quarterly, 36, 297-314.

Morgeson, F. P. & Humphrey, S. E., (2006). The work design questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work', Journal of Applied Psychology 91, (6), 1321-1339.

Moorman, R.H. (1993). Relationship between organizational citizenship behaviour: Do fairness perception influence employee citizenship? Journal of Applied Psychology-76, 845-855.

Morris, M. G. And Venkatesh, B. (2010). Job characteristics and job satisfaction: Understanding the role of enterprise resources Management Information Systems Quarterly, 34(1), 143-161

Neuman, G., Edwards, J. & Raju, N. (1989).Organizational development intervention: A meta-analysis of their effect on satisfaction and other attitudes. Personnel Psychology, 42, 461-489.

Oluwadare, K. P. (2014). The rise of casual work in Nigeria: Who loses, who benefits? African Research Review, 8(1), 156-176.

Onwe, O. J. (2014). Strategic management of industrial conflicts in the Nigerian oil and gas industry: Some dynamic perspectives. International Journal of Business and Social

http://academic.emporra.edu/smithwil/00lfmg456//konla456.html

http://www.shef.ac.ukn/wp/publications/whatis/job_designpdf

http://aaaeonline.org/allconferences1.php?show_what=National&sorter_conf=National&sorter_year=2007

76


http://academic.emporra.edu/smithwil/00lfmg456//konla456.html

http://www.shef.ac.ukn/wp/publications/whatis/job_designpdf

http://aaaeonline.org/allconferences1.php?show_what=National&sorter_conf=National&sorter_year=2007

Science, 5(6,1), 285-292.

Parker, S. K. & Wall, T. D. (1998). Job and work design: organizing work to promote wellbeing and effectiveness. San Francisco, CA: Sage.

Pepe, M. (2010). The impact of extrinsic motivational dissatifiers on employee level ofjob satisfaction and commitment resulting in intent to turnover. JournalBusiness &Ecnomics Research, 8(9), 99-107.

Raza, M.A and Nawaz, M.M (2011). impact of enrichment on employee jobs satisfaction. European journal of social science 23 (2), 220-226.

Rotwell, W.J. & Kazanas, H.C. (2004). The strategic development of talent. Human Resource Development Press. Massachusetts.

Sims, H. P., Szilgyi, A. D., & Keller, R. T. (1976). The measurement of job characteristics. Academy of Management Journal,19,195- 212.

Spector, P.E. (1985). Measurement of Human Service Satisfaction: development of the job satisfaction survey. American Journal of community Psychology, 13(6):69.

Thompson, J. A., & Bunderson, J. S. (2003). Violations of principle: Ideological currency in the psychological contract. Academy of Management Review, 28, 571–586.

Turban, D. B., & Greening, D. W. (1997). Corporate social performance and organizational attractiveness to prospective employees. Academy of Management Journal, 40, 658–672.

Weiss, D. J. , Dawis, R. V. England, G. W. and Lofquist, L. H. (1967), Manual for the

Minnesota Satisfaction Questionnaire. Vol. 22, Minnesota Studies in Vocational

Rehabilitation, Minneapolis: University of Minnesota, Industrial Relations

Center.

Yang, S.& Lee, K. (2009). Linking empowerment and job enrichment to turnover intention; the influence of Job Satisfaction. International Review of Public Administration, 14(2),13-23.

Yen-Ju, L. B., Yeh, C.Y., & Lin, H.W. (2007). The influence of job characteristics on job outcomes of pharmacists in hospital, clinic, and community pharmacies. Journal of Medical System, 31, 224-229.

Yunki, K. (1999). The determinants of public officials job satisfaction - the case of Korean public officials in Cadastral administration, Chongju University Press.

77


Download - WORKERS SATISFACTION THROUGH VERTICAL JOB …€¦ · WORKERS SATISFACTION THROUGH VERTICAL JOB ... between skill variety and employee satisfaction. 67 Workers Satisfaction Through

Top Related