Within the U.S. sales industry, organizational productivity has decreased due to employee job dissatisfaction and increased voluntary turnover intentions (VTIs). Some leaders in the industry lack knowledge about the relationship between intrinsic and extrinsic job satisfaction, and the negative effect on employees' VTIs. The purpose of this correlational study was to examine whether intrinsic and extrinsic job satisfaction significantly predicted retail sales employees' VTIs. The Minnesota Satisfaction Questionnaire (MSQ) and the Turnover Intentions Scale (TIS-6) were used to collect data from full- or part-time employees in the U.S. retail sales industry. The theoretical framework was based on Herzberg's motivation-hygiene theory. The results of a multiple regression analysis indicated that a combination of intrinsic and extrinsic job satisfaction, F (2, 87) = 3.51, p = .034, R2 = .08), significantly predicted employees' VTIs. However, extrinsic job satisfaction (t = 2.05, p = .034) was the only statistically significant predictor. Business leaders, who understand the factors that increase extrinsic job satisfaction, may increase retention within the organization, provide workforce stability, improve organizational and economic growth, and decrease costs related to job satisfaction and VTIs. The implications for social change include helping to reduce the economy's unemployment rate and improve relationships between the employees, their families, and their communities include (a) improving employees' and stakeholders' perceptions of their organization in the community and (b) improving employees' well-being by understanding the job satisfaction factors that improve their morale.

Wisdom, though ancient in concept, has only recently grown in empirical research. Often seen as the pinnacle of human development, wisdom includes the key aspects of exceptional insight, reflection, discernment, knowledge, and judgment, which are required for guiding the long-term future of an organization. Wisdom is believed to enhance an organization's ability to work towards multiple goals simultaneously, assist in appropriately assigning priorities, and lessen the organization's reliance on guidance or rules. Utilizing simultaneous regression analysis, available through partial least squares modeling, this research study included 230 full time non-instructional staff from both a traditional university setting and numerous branch offices. The collective wisdom of individuals in a business setting, measured as a composite of the three dimensions (cognitive, affective and reflective), significantly increased team cohesiveness, cognitive-based and affective-based interpersonal trust, and intrinsic job satisfaction. The reflective wisdom factor of lack of self-pity or resentment provided the largest effect upon all three organizational measures. Perspective-taking significantly increased both team cohesiveness and all four aspects of emotional intelligence. Though emotional intelligence did have many significant relationships with wisdom, it was not determined to serve as a mediating variable.

In the auditing profession, many business owners are unable to retain auditing staff. The cost to replace an auditor can cost a company as much as 150% of the auditors' annual salary. Perpetuating this problem is that some auditing business owners do not know the relationship between internal auditors' intrinsic job satisfaction, extrinsic job satisfaction, and auditors' turnover intention. Grounded in Herzberg's 2- factor theory, the purpose of this correlational study was to examine the relationship between intrinsic job satisfaction, extrinsic job satisfaction, and auditors' turnover intention. Participants included 96 members of the Central Florida Institute of Internal Auditors. Data were collected using the Minnesota Satisfaction Questionnaire and the Michigan Organizational Assessment Questionnaire. Results of the multiple regression analysis indicated the model as a whole was able to significantly predict auditors' turnover intentions, F(2, 93) = 47.635, p < .001, R2 = .506. Extrinsic job satisfaction was the only significant predictor (t = -6.515, p < .001). Implications for social change include the potential for leaders to better understand predictors of involuntary turnover and the potential to save money on recruitment and training. Business owners may become more profitable through better employee retention strategies; these findings may also add to the body of knowledge for stable employment opportunities. Business owners can develop strategies to enhance the level of intrinsic and extrinsic job satisfaction of internal auditors. Job satisfaction of internal auditors is essential and a fundamental determinant of growth, service, and quality within an organization.

[Truncated abstract. Please see the pdf version of the abstract for the complete text.] This study examines the 'happy-productive worker' thesis, by investigating the impact of job-related affective well-being and intrinsic job satisfaction on managers' performance. The fundamental goal of the research was to establish which indicators of managers' affective well-being and intrinsic job satisfaction predict dimensions of their contextual and task performance. A critique was undertaken of the substantial literature on affective well-being, intrinsic job satisfaction and managers' performance. Key theoretical developments were integrated to provide linkages between the conceptual bases of these constructs. Warr's Vitamin Model was identified as the most comprehensive synthesis of research and theories into affective well-being. Evidence has emerged to suggest that managers' job performance comprises both contextual and task performance domains. Decades of research have been unable to establish a strong link between job satisfaction and performance. Affect has rarely been used as a predictor of managers' job performance outcomes. Despite mixed empirical evidence, there is support in the literature to suggest that a relationship exists between affective well-being, intrinsic job satisfaction and managers' performance. A series of ancillary research questions, underscoring the main goal of the study, were developed from the gaps identified in the literature to establish if there was an association between managers' affective well-being, intrinsic job satisfaction and their contextual and task performance. To what extent does affective well-being and intrinsic job satisfaction determine different dimensions of managers' contextual and task performance? Does the construct of managers' performance consist of the two dimensions, contextual and task performance? Does positive affective well-being result in enhanced managers' performance, and is poor affective well-being detrimental to managers' performance? These research questions were formed into hypotheses for testing. Questionnaire items were derived from the literature to establish the affective well-being and intrinsic job satisfaction scales. Managers' contextual and task performance scales were developed through an analysis of the literature. Questionnaire items were further refined using feedback from expert reviewers and a pilot survey. A cross-sectional survey was administered to managers (n=1,552) from a range of occupational groupings in 19 Western Australian private, public, and third sector organisations. A total of 400 useable questionnaires was returned, representing a response rate of 26%. Self-report data were used to measure affective well-being and intrinsic job satisfaction, while superiors' ratings provided an evaluation of managers' contextual and task performance. An empirical methodology was used to test the hypotheses to enable the research questions to be answered and to suggest a Partial Model of Managers' Affective Well-being, Intrinsic Job Satisfaction and Performance. Answering the research questions required the development of an instrument to measure the structure of managers' contextual and task performance. An 8- dimensional measurement model of managers' performance, derived from the survey data, was tested by exploratory and confirmatory factor analysis to differentiate the structure of managers' contextual and task performance. The performance construct was operationalised in terms of four contextual dimensions (Endorsing, Helping, Persisting, Following) and four task dimensions (Monitoring, Technical, Influencing, Delegating). These dimensions were confirmed through multi-sample analysis and cross-validation techniques of managers' and superiors' ratings (n = 200 and n = 125). Canonical correlation and standard multiple regression were used to analyse the linear combination of managers' affective well-being and intrinsic job satisfaction with contextual and task performance. Indicators of affective wellbeing and intrinsic job satisfaction were found to predict dimensions of managers' performance, irrespective of whether the performance scores were from self-report or superiors' ratings. A large amount of the variance of managers' performance was explained by affective well-being and intrinsic job satisfaction. Affective well-being selfreport (Positive Affect, Intrinsic Job Satisfaction) was found to be positively associated with a dimension of superiors' reports on task performance (Influencing). Positive associations for dimensions of affective well-being selfreport (Positive Affect, Anxiety and Relaxation) were also found to be negatively associated with dimensions of superiors' reports on managers' task performance (Monitoring) and contextual performance (Following) that was also negatively associated with the task performance dimension (Technical). As predicted, positive affective well-being was related to enhanced managerial performance, whereas diminished affective well-being indicated poorer performance.

The study was designed to provide further empirical data on the career anchor construct. An individual in todays times is likely to make more than one career choice. If the career anchor construct can be used to accurately predict a person environment fit, the construct could prove useful as a diagnostic tool for midcareer individuals. In the study, 300 midcareer employees (managerial and non-managerial) completed questionnaires etermining their dominant career anchor, domi.nant perception of occupational type and levels of general, intrinsic and extrinsic job satisfaction. Specific aims of the study were, firstly, to determine whether in midcareer there is a relation between career anchor and occupational type (For the purposes of the study, occupational type was measured in terms of the individuals perception of the main aspect that dominates his occupation) and secondly, to determine whether there is a difference in general, intrinsic and extrinsic job satisfaction between midcareer employees with a fit between career anchor and occupational type and midcareer employees with no such fit. Results of the study indicated a significant relation between career anchor and occupational type for the total sample as well as for the managerial and the non-managerial groups, for almost all of the eight career anchors. A significantly higher level of general and intrinsic job satisfaction was found for the fit group than for the non-fit group, however no such difference was found in extrinsic job satisfaction. No significant differences were found between the managerial and non­ managerial groups. On the basis of the results the conclusion can be made that the career anchor construct can be used effectively to assist midcareer managers and non-managers to make career choices. Career choices based on a fit between career anchor and occupational type are likely to yield a higher level ofeneral and intrinsic job satisfaction. / Industrial and Organisational Psychology / MCom (Industrial Psychology)

The study was designed to provide further empirical data on the career anchor construct. An individual in todays times is likely to make more than one career choice. If the career anchor construct can be used to accurately predict a person environment fit, the construct could prove useful as a diagnostic tool for midcareer individuals. In the study, 300 midcareer employees (managerial and non-managerial) completed questionnaires etermining their dominant career anchor, domi.nant perception of occupational type and levels of general, intrinsic and extrinsic job satisfaction. Specific aims of the study were, firstly, to determine whether in midcareer there is a relation between career anchor and occupational type (For the purposes of the study, occupational type was measured in terms of the individuals perception of the main aspect that dominates his occupation) and secondly, to determine whether there is a difference in general, intrinsic and extrinsic job satisfaction between midcareer employees with a fit between career anchor and occupational type and midcareer employees with no such fit. Results of the study indicated a significant relation between career anchor and occupational type for the total sample as well as for the managerial and the non-managerial groups, for almost all of the eight career anchors. A significantly higher level of general and intrinsic job satisfaction was found for the fit group than for the non-fit group, however no such difference was found in extrinsic job satisfaction. No significant differences were found between the managerial and non­ managerial groups. On the basis of the results the conclusion can be made that the career anchor construct can be used effectively to assist midcareer managers and non-managers to make career choices. Career choices based on a fit between career anchor and occupational type are likely to yield a higher level ofeneral and intrinsic job satisfaction. / Industrial and Organisational Psychology / MCom (Industrial Psychology)

Syftet med följande studie var att undersöka Autenticitet i arbetet (Work Authenticity) och arbetstillsfredsställelse (Job Satisfaction) utifrån kvantitativ metod. Autenticitet i arbetet kan förstås som nivån av kongruens mellan en anställds internaliserade attityder och värderingar och dennes beteende utåt i en arbetskontext, d.v.s huruvida den anställda upplever att den agerar i enlighet med sitt inre. Arbetstillsfredsställelse har i detta arbete definierats som en positiv utvärdering av en individs upplevelser av olika dimensioner av sitt arbete eller arbetsplats. Utöver detta genomfördes en Scoping Review med syfte att utöka den konceptuella förståelsen kring Arbetsautenticitet som konstrukt och mått inom det aktuella forskningsfältet. Den huvudsakliga statistiska analysen som var målet för denna studie genomfördes med hjälp av data som samlats in via digitala självskattningsformulär (enkäter) som publicerades i diskussionsgrupper (Facebook) och forum på sociala medier för svensk vårdpersonal (n=130). Hypotesen var att höga nivåer av arbetsautenticitet (och låga nivåer av arbets(in)autenticitet) skulle korrelera med hög poäng på måttet för intern samt extern arbetstillsfredsställelse. Till följd av att det insamlade datamaterialet inte uppnådde samtliga antaganden för parametrisk testning genomfördes en uppsättning av Spearmans rangkorrelationstester. Små till måttliga signifikanta monotona korrelationer uppmättes mellan två av tre delskalor för Arbetsautenticitet (Authentic Living &amp; Self-Alienation) till intern arbetstillsfredsställelse. En liten signifikant monoton korrelation uppmättes även mellan samma två delskalor av arbetsautenticitet och extern arbetstillsfredsställelse. Resultatet talar för tendenser till samband mellan höga nivåer av arbetsautenticitet och hög arbetstillsfredställese. Till följd av debegränsningar som en korrelationsstudie innebär så kan dock inga slutsatser kringorsakssamband dras utifrån det erhållna resultatet. Författaren önskar ändå att denna studie kan bistå med kunskap till framtida studier. En särskild del av diskussionen vigdes även åt att just diskutera implikationer för framtida studier med fokus på arbetsautenticitet och arbetstillsfredsställelse utifrån deras egenskaper som psykometriska mått och vetenskapliga konstrukt. Författaren presenterar även i den avslutande diskussion ett förslag på en möjlig utformning av en experimentell studiedesign, med målet att bidra med implikationer till framtida utforskning inom området. / The aim of this study was to explore the construct of work authenticity and its relationship to intrinsic and extrinsic job satisfaction using a quantitative approach. Work authenticity can be understood as the correspondence between a worker’s inner values and experiences and her outward behavior in the work place and job satisfaction as a positive appraisal of one’s job or job experiences. In addition, a scoping review was carried out with the purpose of outlining current research on authenticity primarily focused on the statistical measures used. The analysis was carried out using data gathered from a sample consisting of Swedish healthcare professionals (n=130) recruited by the use of relevant social media forums &amp; discussion groups (Facebook) through digital self-report-forms. The forms were constructed using two statistical measures; IAM-Work (Individual Measure of Authenticity at Work) and MSQ-SF (Minnesota Job Satisfaction Questionnaire, Short-Form). It was hypothesized that measures connected lack of work authenticity (Self-Alienation &amp; Accepting External Influence) would be inversely correlated to measures describing high levels of job satisfaction. It was also predicted that measures of experienced work authenticity would be positively correlated with a measure of job satisfaction. Due to the data gathered not fulfilling conditions for parametric testing a series of Spearman’s rank correlation coefficient tests were carried out. Small to moderate significant monotonic correlations were found between sub-measures of work authenticity (Authentic Living &amp; Self Alienation) and the intrinsic job satisfaction-measure together with small significant monotonic correlations to extrinsic job satisfaction. The findings presented in thisstudy supports a possible relationship between higher levels of work authenticity to higher levels of job satisfaction. Due to the innate limitations of correlational research, no conclusions regarding causality within the identified relationships could be established. However, the wish of the author is that the this study nonetheless will act as a contribution to the exploration of this topic. In the final discussion, the psychometric measures and theoretical constructs of authenticity and job satisfaction were evaluated. Lastly, the author outlines suggestions for a possible experimental study design with the aim of providing implications for future research.

Foreign exchange banking organisations afford individuals great career opportunities, and therefore endeavour to attract high-caliber employees who are self-motivated and create the dynamic, innovative and professional culture characteristic of the organisation. Retaining key talent characterised by skills shortages has become an imperative for sustaining competitive business performance in a fast-changing economic environment. The general aim of this research was to develop a model of employee motivation and job satisfaction for staff retention practices in a foreign exchange banking organisation. The concepts of employee motivation, job satisfaction and employee retention were discussed with regard to their history, conceptual foundation, theoretical approaches, types, variables and consequences. The theoretical model was developed accordingly on the basis of the literature review, and revealed the factors that could influence employee retention. The main purpose of the empirical research was to operationalise the theoretically derived motivation and job satisfaction concepts, statistically determine the underlying variables of motivation and job satisfaction that influence employee retention and develop a structural equation model to verify the theoretical model. A quantitative empirical research paradigm using the survey method was followed. Explanatory and descriptive research was used in this study, with a sample of 341 foreign exchange banking individuals drawn from a financial institution. Three questionnaires and a biographical questionnaire were adapted and administered to employees. The Work Preference Inventory (WPI) measured employee motivation, the Job Satisfaction Survey (JSS) measured job satisfaction, and the Employee Retention Questionnaire (ERQ) measured employee retention intention. A structural equation model development strategy produced a new best-fitting retention model based on the new constructs postulated in the factor analysis. The model indicated that job satisfaction explained the highest variance of retention when compared to motivation. The research should contribute towards a comprehensive understanding of the factors that influence employee retention. The new model of employee motivation and job satisfaction for staff retention practices in a South African foreign exchange banking organisation could assist organisations in retaining skilled and talented staff. The study should encourage practitioners to take cognisance of the fact that organisations are different and that the motivation and job satisfaction factors for employee retention need to be considered. / Public Administration and Management / D. Com. (Industrial and Organisational Psychology)