The effects of role perceptions on employee satisfaction and performance moderated by

employee ability

Randall S. Schuler

The Pennsylvania State University, USA

Received 30 October 1975. 

Abstract

Role ambiguity and role conflict were hypothesized to be negatively related to employee
satisfaction and performance. Previous research, however, had revealed that these two types of
role perceptions were not always negatively related to satisfaction and performance.
Furthermore, when the predicted negative relationships were found, the magnitudes of the
relationships varied widely. In this study employee ability was hypothesized to reduce the
negative relationships between role perceptions and satisfaction and performance. In addition,
the effect of ability was hypothesized to be moderated by organization level. The results
generally failed to support the hypothesized relationships. There were, however, two significant
interactions that partially supported one hypothesis. Employees with high ability were less
affected by role ambiguity than employees with low ability.
The role of justice judgments in explaining the relationship between job satisfaction and
organizational commitment.

Martin, Christopher L.; Bennett, Nathan

Group & Organization Management. Vol 21(1), Mar 1996, 84-104.

Examined the role that employee perceptions of distributive and procedural justice play in the
relationship between job satisfaction and organizational commitment. Four competing models
linking distributive and procedural justice to employee satisfaction and commitment were
identified from the literature: (1) job satisfaction is antecedent to organizational commitment, (2)
organizational commitment is antecedent to job satisfaction, (3)organizational commitment and
job satisfaction are reciprocally related, and (4) organizational commitment and job satisfaction
are independent. The 4 models were then tested using confirmatory analytic techniques and a
sample of 1,337 financial services company employees. Results suggest that, when considering
the role of justice judgments, satisfaction and commitment are causally independent.
Implications for managerial practice and further research are discussed. (PsycINFO Database
Record (c) 2009 APA, all rights reserved)
The effects of employee satisfaction, organizational citizenship behavior, and turnover on
organizational effectiveness: A unit-level, longitudinal study.

Koys, Daniel J.

Personnel Psychology. Vol 54(1), Spr 2001, 101-114.

Examined whether positive employee attitudes and behaviors influence business outcomes or
whether positive business outcomes influence positive employee attitudes and behaviors. It was
hypothesized that employee satisfaction, organizational citizenship behavior, and employee
turnover influence profitability and customer satisfaction. Data were gathered from the units of a
regional restaurant chain via employee surveys, manager surveys, customer surveys, and
organizational records. 774 employees and 64 managers participated. Cross-lagged regression
analyses show that employee attitudes and behaviors at Time 1 are related to organizational
effectiveness at Time 2. Additional cross-lagged regression analyses show no significant
relationship between organizational effectiveness at Time 1 and the employee attitudes and
behaviors at Time 2. These results add to the evidence that HR outcomes influence business
outcomes, rather than the other way around. (PsycINFO Database Record (c) 2009 APA, all
rights reserved)
Business-unit-level relationship between employee satisfaction, employee engagement, and
business outcomes: A meta-analysis.

Harter, James K.; Schmidt, Frank L.; Hayes, Theodore L.

Journal of Applied Psychology. Vol 87(2), Apr 2002, 268-279. doi: 10.1037/0021-9010.87.2.268

Abstract

1. Based on 7,939 business units in 36 companies, this study used meta-analysis to examine
the relationship at the business-unit level between employee satisfaction-engagement and
the business-unit outcomes of customer satisfaction, productivity, profit, employee
turnover, and accidents. Generalizable relationships large enough to have substantial
practical value were found between unit-level employee satisfaction-engagement and
these business-unit outcomes. One implication is that changes in management practices
that increase employee satisfaction may increase business-unit outcomes, including
profit. (PsycINFO Database Record (c) 2009 APA, all rights reserved)
The effects of perceived co-worker involvement and supervisor support on service provider role
stress, performance and job satisfaction*1

Barry J. Babin

James S. Boles

The University of Southern Mississippi USA

Georgia State University USA

Available online 29 March 2002.

Abstract

Clearly, retail employees affect retail performance. Yet, organizational theory shows
disproportionately little interest in retail employees. This research addresses key aspects of a
retail employee's work environment, or ‘climate,’ and how these perceptions influence work-
related outcomes. Specifically, a causal modelling approach tests relationships among front-line
service providers. Results suggest that employee perceptions of co-worker involvement and
supervisory support can reduce stress and increase job satisfaction. Other results indicate a
positive relationship between role conflict and job performance, a positive relationship between
job performance and job satisfaction, and that job performance mediates effects of role stress on
satisfaction.
The moderating role of employee positive well being on the relation between job satisfaction and
job performance.
Wright, Thomas A.; Cropanzano, Russell; Bonett, Douglas G.
Journal of Occupational Health Psychology. Vol 12(2), Apr 2007, 93-104. doi: 10.1037/1076-
8998.12.2.93

Abstract

1. This research provides further clarification to the age-old quest to better understand the
happy/productive worker thesis. Using data from 109 managers employed by a large
(over 5000 employees) customer services organization on the West Coast of the United
States, both job satisfaction (r = .36, p <.01, 95% CI = .18 to .52) and psychological well-
being (PWB; r = .43, p < .01, 95% CI = .26 to .58) were associated with supervisory
performance ratings. Using Fredrickson's (2001) broaden-and-build model as the
theoretical base, the authors found that PWB moderates the relation between job
satisfaction and job performance. Consistent with Fredrickson's model, performance was
highest when employees reported high scores on both PWB and job satisfaction. This
moderating effect of PWB may account for some of the inconsistent results of previous
studies. (PsycINFO Database Record (c) 2009 APA, all rights reserved)
Effect of Behaviour Plus Outcome Goal Setting and Feedback on Employee Satisfaction and Performance

Jay S. Kim, Ohio State University

In a field experiment, goal setting and feedback involving both behavior and outcome simultaneously
was found to be superior to that involving either behavior or outcome alone on sales performance, but
not on employee satisfaction.

Over the past several decades, a substantial amount of knowledge has been accumulated on goal setting
and feedback as a motivational technique in organizational settings. The research evidence generated
during this p[eriod suggests the following:

1. The specificity and the difficulty of goals, if accepted, increase the level of performance (Latham
& Baldes, 1975; Locke, Cartledge, & Knerr, 1970);
2. Although goal setting facilitates motivation and feedback provides direction for the individual, it
generally is difficult to separate the directional from the motivcational function in practice
(Ilgen, Fisher, & Taylor, 1979; Vroom, 1964).
3. Goal setting nad feedback can be complementary to each other in enhancing performance (Erez,
1977; Kim & Hamner, 1976);
4. The process of goal setting and feedback involving both self and supervisory feedback tends to
be superiuor to that involving either self or supervisor alone (Kim & Hamner, 1976).

Yet, there are two issues that warrant further exploration on goal setting and performance feedback as a
motivational technique in organizational settings. The fiest issue involveds the types of information
exchanged in goal setting and feedback (i.e., content of goal setting and feedback) as related to
performance. The content of goal setting and feedback may include behavior measures and/or outcome
measures.