This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Similar articles in Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Web of Science (51) Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Katz, R. Search for Related Content Social Bookmarking                         What's this?

The Influence of Job Longevity on Employee Reactions to Task Characteristics

Massachusetts Institute of Technology, Alfred P. Sloan School of Management, 50 Memorial Drive, Cambridge, Massachusetts 02139.

The present study investigated the moderating influence of job longevity and growth-need strength on the relationships between overall job satisfaction and the five task dimensions of skill variety, identity, significance, autonomy, and feedback. Basically, it was found that the strength of the task dimension-job satisfaction relationships are significantly affected by job longevity regardless of age and growth-need strength. More specifically, three separate stages of job longevity are deduced, i.e., a learning, a responsive, and an unresponsive stage. Only during the responsive stage were the satisfaction reactions of employees significantly correlated with all of the task characteristics. Furthermore, satisfaction was related most significantly to the outcomes of performance and turnover during the responsive stage. Individual differences, as measured by growth-need strength, were also investigated within the job longevity framework. Survey data from 3,085 public sector employees belonging to four different governmental organizations were used to investigate the hypothesized relationships.

Human Relations, Vol. 31, No. 8, 703-725 (1978)
DOI: 10.1177/001872677803100804


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				A. R. Pratkanis and M. E. Turner Of What Value is a Job Attitude? A Socio-Cognitive Analysis Human Relations, December 1, 1994; 47(12): 1545 - 1576. [Abstract] [PDF]

				J. Cordery, P. Sevastos, W. Mueller, and S. Parker Correlates of Employee Attitudes Toward Functional Flexibility Human Relations, June 1, 1993; 46(6): 705 - 723. [Abstract] [PDF]

				G. Johns, J. L. Xie, and Y. Fang Mediating and Moderating Effects in Job Design Journal of Management, December 1, 1992; 18(4): 657 - 676. [Abstract] [PDF]

				J. L. Cordery and T. D. Wall Work Design and Supervisory Practice: A Model Human Relations, May 1, 1985; 38(5): 425 - 440. [Abstract] [PDF]

				N. J. Kemp and J. D. Cook Job Longevity and Growth Need Strength as Joint Moderators of the Task Design-Job Satisfaction Relationship Human Relations, October 1, 1983; 36(10): 883 - 898. [Abstract] [PDF]

				G. R. Ferris and K. M. Rowland Leardership, Job Perceptions, and Influence: A Conceptual Integration Human Relations, December 1, 1981; 34(12): 1069 - 1077. [Abstract] [PDF]

				T. N. Martin A Path Analytic Model of Human Capital and Organizational Job Characteristics on Female Job Satisfaction Human Relations, November 1, 1981; 34(11): 975 - 988. [Abstract] [PDF]