An adaptive neural network algorithm for assessment and improvement of job satisfaction with respect to HSE and ergonomics program: The case of a gas refinery

Researchers have been continuously trying to improve human performance with respect to Health, Safety and Environment (HSE) and ergonomics (hence HSEE). This study proposes an adaptive neural network (ANN) algorithm for measuring and improving job satisfaction among operators with respect to HSEE in a gas refinery. To achieve the objectives of this study, standard questionnaires with respect to HSEE are completed by operators. The average results for each category of HSEE are used as inputs and job satisfaction is used as output for the ANN algorithm. Moreover, ANN is used to rank operators performance with respect to HSEE and job satisfaction. Finally, Normal probability technique is used to identify outlier operators. Moreover, operators with inadequate job satisfaction with respect to HSEE are identified. This would help managers to see if operators are satisfied with their jobs in the context of HSEE. This is the first study that introduces an integrated ANN algorithm for assessment and improvement of human job satisfaction with respect to HSEE program in complex systems.     

The effect of job and environmental factors on job satisfaction in automotive industries.

A methodology was developed for diagnosing industrial work, which includes questionnaire, observation, measurements, data collection and statistical analysis. A survey was conducted to investigate the relationship between job satisfaction and factors that affect work design in 2 automotives manufacturing companies in Malaysia. A basic work design model was proposed. The aim of this model was to determine the factors that influence employees' perception towards their work. A set of multiple-choice questionnaires was developed and data was collected by interviewing employees at a production plant. The survey focused on job and environmental factors. The results supported the proposed model and showed that job and environmental factors were significantly related to job satisfaction. They highlighted the significant influence of age, work experience and marital status on job satisfaction. Further, environmental factors, especially the surroundings, context dependence and the building's function, also had a significant impact on job satisfaction.     

The Effect of Job and Environmental Factors on Job Satisfaction in Automotive Industries

A methodology was developed for diagnosing industrial work, which includes questionnaire, observation, measurements, data collection and statistical analysis. A survey was conducted to investigate the relationship between job satisfaction and factors that affect work design in 2 automotives manufacturing companies in Malaysia. A basic work design model was proposed. The aim of this model was to determine the factors that influence employees’ perception towards their work. A set of multiple-choice questionnaires was developed and data was collected by interviewing employees at a production plant. The survey focused on job and environmental factors. The results supported the proposed model and showed that job and environmental factors were significantly related to job satisfaction. They highlighted the significant influence of age, work experience and marital status on job satisfaction. Further, environmental factors, especially the surroundings, context dependence and the building’s function, also had a significant impact on job satisfaction.     

Age effects on the predictors of technical workers' commitment and willingness to turnover

Building commitment and preventing costly turnover of technical employees are key challenges facing organizations today. We examine whether the elements of the employment relationship that predict commitment and willingness to change companies vary significantly with age. Using a sample of over 3000 technical professionals from six large companies, we find that in comparison to those under 30, satisfaction with job security is more strongly related to the commitment of more senior workers (ages 31–45 and those over age 45) and to their desire to remain with their companies. In contrast, satisfaction with work–life balance is more strongly related to commitment of those under age 30 than those over 30. Also, for the under‐30s, satisfaction with opportunities to develop technical skills and pay linked to individual performance has a stronger negative relationship with willingness to change companies than for those over 45. While statistically significant, the size of the age effects is small, suggesting popular and managerial attention devoted to differences among age groups may be overblown. Copyright © 2002 John Wiley & Sons, Ltd.     

The effect of organizational justice as perceived by occupational drivers on traffic accidents: Mediating effects of job satisfaction

Introduction: Considerable research supports a positive association between the safety climate (which is a direct organizational factor) and safety performance (such as safe driving). However, indirect organizational variables that influence safe driving have gone largely unexplored. This study contributes to safety research by examining the relationship between organizational justice, which is a distal organizational factor, and traffic accidents and the mediating role of job satisfaction. Method: 233 occupational drivers employed by taxi and bus companies in South Korea participated in the study. Regression analysis was conducted using police records on participants' on-the-job traffic accidents. Results: The analysis shows that the mediation model is statistically significant. That is, drivers with a lower level of perceived organizational justice showed a higher frequency of traffic accidents, and the mediating effect of job satisfaction was also significant. Based on the results, implications and limitations are discussed. Practical applications: The findings demonstrate that in order to decrease traffic accidents, transportation companies would benefit by examining distal factors such as organizational justice. This approach suggests that the conventional framework for safety management should be broadened to include aspects of the entire organization.     

A test of job security's direct and mediated effects on withdrawal cognitions

Two field studies were undertaken to investigate the nature of the relationships between job security, job satisfaction, organizational commitment, and withdrawal cognitions. Study 1 was conducted in an organization immediately following its acquisition by another company (N=137). Study 2 was conducted in an organization that had experienced a number of layoffs and expected more in the future (N=188). Covariance structure analysis was used to test for direct, complete mediating, and partial mediating effects. Study 2 was used to cross-validate the findings from study 1. Results from both studies provide strong support for the proposition that job satisfaction and organizational commitment mediate the effects of job security on withdrawal cognitions. The two studies diverge when explicating the nature of the relations between job security, satisfaction, and commitment. Study 1 suggests job satisfaction completely mediates the effects of job security on commitment. Study 2 suggests that both satisfaction and commitment mediate the relationship between job security and withdrawal cognitions. Contextual differences that may have contributed to these findings are discussed. © 1997 by John Wiley & Sons, Ltd.     

I can't get no job satisfaction: Meta‐analysis comparing permanent and contingent workers

Scholars are concerned that contingent workers experience more adverse psychological job outcomes than permanent employees, but the empirical work on job satisfaction is mixed. The purpose of this study was to quantitatively summarize the potential mean differences in job satisfaction between contingent workers and permanent employees. Meta‐analytic results from 72 primary studies (N = 237 856) suggest that compared with permanent employees, contingent workers experience lower job satisfaction (d = ?0.21); but when outlying primary studies are removed, the mean difference is small but significant (d = ?0.06). Methodological artifacts explain small but significant differences in job satisfaction but do not account for much variance. Moderator analyses support previous findings that contingent workers are not a homogeneous group; some contingent workers (e.g., agency workers) experience lower job satisfaction than permanent employees, whereas the job satisfaction of other contingent workers (e.g., contractors) is similar to permanent employees. The findings have implications for increasing our understanding of job satisfaction by showing that job satisfaction appears to vary by employment type. Practical implications suggest that extending human resource practices to contingent workers may increase their job satisfaction, which has been shown to influence job performance, citizenship behaviors, and turnover. Copyright © 2012 John Wiley & Sons, Ltd.     

Job satisfaction and teamwork: the role of supervisor support

The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between individual perceptions of supervisor support and job satisfaction. Second, it was proposed that the extent of teamwork would be positively related to perceptions of job autonomy but negatively related to perceptions of supervisor support. Further, it was proposed that the link between teamwork and job autonomy would be explained by job enrichment practices associated with teamwork. Analyses of aggregated company data supported these propositions and provided evidence for a complex mediational path between teamwork and job satisfaction. Implications for implementing teamwork in organizations are discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

工作不安全感对安全绩效的影响 ——基于某大型电力公司的实证研究

由于安全问题备受关注,采用问卷研究法,通过构建调节—中介模型探讨工作不安全感影响员工安全绩效的机制。对某大型电力公司329位员工进行问卷调查后发现,员工的工作满意感中工作不安全感对员工安全绩效的消极影响,情绪智力通过调节工作不安全感与工作满意感的关系削弱了工作不安全感对安全绩效的消极作用,即当组织变革给员工带来工作不安全感时,高情绪智力的个体会通过有效的情绪管理减少工作不满意感,进而缓冲工作不安全感对安全绩效的影响,而低情绪智力的个体会过于情绪化,使得工作不安全感显著影响工作满意感,进而使员工的安全绩效受到影响。     

Explaining nursing turnover intent: job satisfaction,pay satisfaction,or organizational commitment?

A number of models have been developed to explain nurses' turnover behavior. The common theme that emerges from these models is that turnover behavior is a multistage process that includes attitudinal, decisional, and behavioral components. The purpose of this study was to assess both the direct and indirect impact of certain pay policies upon the turnover intentions of paediatric nurses. The two major questions addressed were: What was the relative impact of job satisfaction, pay satisfaction, and organizational commitment upon the turnover intentions of paediatric nurses eligible for these pay policies? What model accurately portrays the relationship among these three independent variables and turnover intentions? Exploration of the causal pathways among these variables and demographic factors revealed complex models of association. The results suggest that job satisfaction has only an indirect influence on the intention to quit, whereas organizational commitment has the strongest and most direct impact. A further finding that pay satisfaction had both direct and indirect effects on turnover intent was consistent with administrators' assumptions underlying the pay policies. Control variables such as having a degree, having children, and working 12-hour shifts were found to have both direct and indirect influences upon pay satisfaction and turnover intent. © 1998 John Wiley & Sons, Ltd.     

Safety,reliability and worker satisfaction during organizational change

The research presented in this paper was carried out in four process industry plants in the Netherlands, to identify factors that have the potential to increase safety and reliability while maintaining or improving job satisfaction. The data used were gathered as part of broader trajectories in these firms, aiming at the simultaneous improvement of productivity and safety, while maintaining or improving worker satisfaction. The results show that participative leadership is crucial for combining an increase in safety and reliability with job satisfaction. Participative leadership has a positive effect on job satisfaction and through proper maintenance also on the prevention and absence of disturbances and on the reliability of the production process. The results of this research show the importance of participative leadership for safety, reliability and worker satisfaction, especially during organizational change. Other important factors are operator competences, teamwork, proper handling of variance and disturbances, and proper maintenance. It also confirms that apart from technological factors associated with proper maintenance, people and team related factors are important for increasing safety and reliability in the process industry, especially for being prepared for disturbances and to be able to cope adequately with them.     

The role of facet importance as a moderator in job satisfaction processes

Two studies were designed to test hypotheses derived from Locke's (1969, 1976, 1984) model of job satisfaction. Consistent with the model, both studies found that perceived have-want discrepancy scores were powerful predictors of facet job satisfaction. In addition, facet importance tended to moderate this relationship in the manner predicted by Locke. Workers who viewed a job facet as having high importance were more satisfied with a small perceived have-want discrepancy and more dissatisfied with a large discrepancy than workers who viewed the facet as having low importance. Finally, as expected, facet importance failed to moderate the relationship between facet satisfaction and overall job satisfaction. This finding supports Locke's proposition that facet satisfaction scores are ‘implicitly weighted’ by facet importance. Implications and directions for future research are discussed.     

Job engagement,perceived organizational support,high‐performance human resource practices,and cultural value orientations: A cross‐level investigation

Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job engagement as well as indirectly related through employees' perceived organizational support. In turn, job engagement was positively related to in‐role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work‐related outcomes are enhanced owing to high‐performance HR practices. Copyright © 2015 John Wiley & Sons, Ltd.     

Association between psychosocial,organizational and personal factors and prevalence of musculoskeletal disorders in office workers

The purpose of this study was to investigate the relationship between organizational and personal (individual) factors with the prevalence of musculoskeletal disorders (MSDs) in office workers of the Iranian Gas Transmission Company. The participants rated two questionnaires – the standardized Nordic Musculoskeletal Questionnaire to measure the prevalence of MSDs, and the Veterans Healthcare Administration All Employee Survey questionnaire (2004 version) – to measure psychosocial, organizational and individual aspects of job satisfaction and workplace climate. The highest prevalence of MSDs was found in the lower back (49.7%) and neck (49.0%) regions. Results of the logistic regression models showed that some psychosocial and organizational factors and also some individual factors were associated with prevalence of MSDs (p < 0.05).These ?ndings illustrate the need to consider all elements of the work system as a whole in future studies and in organizational planning.     

Understanding organizational embeddedness and career success: Who and what you know

Integrating job embeddedness theory with the sponsored and contest mobility perspectives, we developed and tested a model linking organizational embeddedness with two indicators of career success within the organization (promotion and career satisfaction), via the mediating roles of employees' organizational sponsorship network and job-related human capital development. Data from 188 employees and their supervisors over a 1-year period showed that, after controlling for employees' initial levels of career satisfaction and job performance, only job-related human capital development transmitted the positive effects of organizational embeddedness on promotion and career satisfaction. Supplemental analyses revealed that organizational sponsorship network's positive effects on promotion and career satisfaction were transmitted indirectly, via job-related human capital development. Our findings illustrate the importance of integrating sponsored and contest mobility perspectives and contribute to research on organizational embeddedness by extending its outcomes to include career success within the organization and specifying the process through which organizational embeddedness is related to career success within the organization.     

Reducing subjectivity in the assessment of the job environment: development of the Factual Autonomy Scale (FAS)

Self‐report measures of job stressors have been criticized for being too subjective, rendering relations with other variables inconclusive. The Factual Autonomy Scale (FAS) was developed to reduce subjectivity by careful choice of fact‐based items. Results of two studies showed that when compared to the Job Diagnostic Survey autonomy scale, the FAS demonstrated superior convergent validity with alternate sources (supervisors in Study 1 and coworkers in Study 2), and discriminant validity when correlated with the remaining JDS core characteristics subscales. In addition, the FAS was correlated to a lesser extent than the JDS autonomy scale with job satisfaction. Incumbent FAS scores and not JDS scores correlated significantly with job performance as assessed by supervisors. It is suggested that it is feasible to develop fact‐based items for scales of the work environment that reduce the degree of subjectivity of responses. Copyright © 2003 John Wiley & Sons, Ltd.     

Performance assessment and optimization of HSE management systems with human error and ambiguity by an integrated fuzzy multivariate approach in a large conventional power plant manufacturer

This study presents an integrated approach performance assessment and optimization of integrated health safety environment (HSE) management system-based on fuzzy data envelopment analysis (FDEA) considering the possible human error and data vagueness in a conventional power plant manufacturer. In doing so, it corresponds and integrates its registered HSE-MS with OHSAS 18001:2007 and ISO 14001:2004 to evaluate multiple inputs and outputs of over 35 subsidiary HSE divisions with parallel mission and objectives simultaneously. The HSE divisions of each subsidiary are considered as decision making units (DMUs). Not only doing this refutable method rank their relevant performance efficiencies in certain and uncertain conditions, but also it determines efficient target indices for each DMU, and could assure continuous improvement in the organization. This would help managers to identify the areas of strengths and weaknesses in their HSE management system and set improvement target plan for the related HSE management system. In this model based on Deming’s continuous improvement cycle, managers are also able to evaluate the prevailing strengths and weaknesses and target their improvement strategies at the relevant stages of the cycle.     

A role and expectancy model of participative decision-making: A replication and theoretical extension

Schuler's process model of employee participation in decision-making and job satisfaction (Schuler, 1980; Lee and Schuler, 1982) was tested using a path analytic approach. Reanalysis of Schuler's data and replication on a new sample indicated that (a) participation in decision-making has both direct and indirect effects on job satisfaction; and (b) performance–outcome expectancy, role conflict, and role ambiguity all appear to mediate the relationship between participation and satisfaction. In an extension of the model, organizational level and job involvement were hypothesized to moderate the participation–satisfaction relationship (i.e. function interactively). Although neither variable functions as a moderator, job involvement operates in a fashion similar to participation in the model. In general, consistent results across four independent samples strongly support Schuler's basic process model.     

Dispositional affectivity as a predictor of work attitudes and job performance

Previous research has shown that dispositional negative affect (NA) is associated with lower levels of job satisfaction. Little research has been conducted, however, on other organizational implications of negative affect or on the potential effects of dispositional positive affect (PA). The present studies examined the relationship of both positive and negative affectivity to organizational commitment, turnover intentions, global job satisfaction and performance. In the first study both NA and PA were associated with organizational commitment and turnover intentions. Additionally, commitment mediated the relationship between dispositional affectivity and turnover. Finally, PA and tenure interacted to predict job performance, such that PA and job performance were positively related, but only for high tenure employees. In Study 2 the findings were generally similar, but not identical. Both NA and PA were related to global job satisfaction and turnover intentions. However, only PA was related to affective organizational commitment. Moreover, both job satisfaction and affective commitment mediated the relationship between dispositional affectivity and turnover intentions. Finally, unlike Study 1, PA was not related to job performance. Rather, NA and tenure interacted such that when individuals were lower in tenure, NA was negatively related to performance.     

Planning behavior and perceived control of time at work

This study investigated two mediation models of time management. The first model consisted of parts of Macan's ( 1994 ) model. The second model combined this model with Karasek's ( 1998 ) Job Demand–Control model. Two sets of self‐report questionnaires were collected and were analyzed using structural equation modeling. The first model, in which perceived control of time was hypothesized to fully mediate the relation between planning behavior and work strain, job satisfaction, and job performance, was found to be less adequate than the second model, which added workload and job autonomy as independent variables. Results also indicated that partial, rather than full, mediation of perceived control of time fitted the data best. The study demonstrated the importance of studying both planning behavior and job characteristics, which was not part of past research. Copyright © 2004 John Wiley & Sons, Ltd.