Participation’s Influence on Job Satisfaction

By Bradley E. Wright, Soon-ha Kim. 2004

242 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/90faa62fd83c141dd45a8af7d98394e93bbaf52b

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Citations in the corpus

Participative Leadership and the Organizational Commitment of Civil Servants in China: The Mediating Effects of Trust in Supervisor (2013, unknown): “There is growing evidence to demonstrate that participative leadership styles engender positive employee work attitudes in the public sector (Kim, 2002; Wright and Kim, 2004).”
Using Employee Empowerment to Encourage Innovative Behavior in the Public Sector (2013, background): “A growing number of public management studies indicate employee empowerment is positively related to job satisfaction (Wright and Kim, 2004; Kim, 2002; Lee, Cayer, and Lan, 2006; Park and Rainey, 2007), organizational commitment (Park and Rainey, 2007), and performance (Lee, Cayer and Lan, 2006;…”
Motivation, pay satisfaction, and job satisfaction of front‐line employees (2011, background): “When pay-for-performance systems link individual and organizational performance, employees can see their work is important, which in turn increases their job satisfaction because they are able to fulfil high-order needs, such as self-esteem (Wright and Kim, 2004).”
When Does Public Service Motivation Fuel the Job Satisfaction Fire? The Joint Moderation of Person–Organization Fit and Needs–Supplies Fit (2015, background): “Focusing on job satisfaction is important because it is one of the most important and most intensively studied workplace attitudes (Harrison et al. 2006; Rainey 2009; Wright and Kim 2004) and job dissatisfaction has many negative consequences (Yang and Kassekert 2010).”
Employees without a Cause: The Motivational Effects of Prosocial Impact in Public Service (2008, background): “…jobs (e.g., Campion and McClelland 1993; Fried and Ferris 1987; Hackman and Oldham 1976; 1980; Parker and Wall 1998; Parker, Wall, and Cordery 2001; Wright and Kim 2004), these findings emphasize the importance of the relational architectures of jobs that shape employees’ interpersonal…”
Job Satisfaction in The Public Service (2011, background): “…state resulting from the appraisal of one’s job or job experience’ (Locke 1976: 1300), represents an interaction between workers and their work environment in that the workers gauge the congruence between what they want from their jobs and what they perceive they receive (Wright and Kim 2004).”
Finding Workable Levers Over Work Motivation (2007, unknown): “Herzberg (1966) proposed that opportunity for advancement is a key motivator, and there is evidence from different levels of government that advancement opportunities are positively associated with job satisfaction (Ellickson, 2002; Ting, 1997; Wright & Kim, 2004).”
Employee Empowerment and Job Satisfaction in the U.S. Federal Bureaucracy (2015, background): “…outcomes and work-related attitudes in the public (Fernandez & Moldogaziev, 2010, 2013; Kim, 2002; Lee, Cayer, & Lan, 2006; Park & Rainey, 2007; Wright & Kim, 2004) 1Indiana University, Bloomington, IN, USA 2University of South Carolina, Columbia, SC, USA Corresponding Author: Sergio…”