No description available.

No description available.

No description available.

No description available.

No description available.

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No description available.

The degree of perceptual congruence of the importance of promotion criteria to superiors and subordinates was investigated. The relationship of congruence to job satisfaction was also evaluated. Fifty-two student workers and their superiors participated in the study. Perception of promotion criteria importance was measured through the rating of a list of promotion criteria using a seven point scale. An average discrepancy score of 7.925 was obtained between superiors' and subordinates' ratings indicating a significant degree of discrepancy, t(50) = 25.04, p< .001. Job satisfaction was measured using the Job Descriptive Index (JDI) and was correlated with the discrepancy scores. Perceptual congruence of promotion criteria was found to be significantly related to subordinates' satisfaction with supervision on the job, r = -.276, p < .05, and satisfaction with present pay, r = -.299, p < .05.

No description available.

The purpose of this study was to examine the potential of three independent psychological scales (Rotter's Locus of Control, Karasek's Job Content Questionnaire [non-injury job stress], and Rosenberg's Self-Esteem Scale) to predict job satisfaction, as measured by Brayfield and Rothe's Index of Job Satisfaction, among salespersons in a small independent department store in Wichita Falls, Texas. An 82-item survey which examined the dynamics of a salesperson's work life was administered to 20 individuals who were full-time employees of the department store. Demographic data were also gathered although these factors were not entered into the regression analysis. A multiple regression procedure examined the responses of the 20 employees who participated in the study. The R-squared coefficient indicates that 41 percent of the variance in Job Satisfaction was explained by the three predictor measures. A major proportion of this unexplained variance may be in variables outside the scope of this study, e.g., salaries, vacation time, benefits, bonuses, or commissions. Results suggest that the independent variables measured by the Locus of Control Scale and the Job Content Questionnaire in combination were the best predictors of job satisfaction with a significance level of .01. The single best predictor was the Job Content Questionnaire, significant at .03. The three instruments (Locus of Control, Self-Esteem, and Job Content Questionnaire) which comprised the independent variables, reached a significance level of .03 in their prediction of job satisfaction (Brayfield-Rothe Index of Job Satisfaction). Study results indicate that a majority of the employees in the sample population were satisfied with their jobs and with the leadership style manifested by the store manager. In addition, job security was believed to be satisfactory. Inasmuch as there is a void in the literature regarding personal characteristics of salespersons as variables that interact with job satisfaction, comparisons of the findings of this research with other studies that have explored the intricacies of job satisfaction among salespersons who work in small, independent department stores cannot be made. Further research on the predictability of job satisfaction among salespersons in small, independent retail operations such as the department store investigated in this study would be useful not only to managerial staff in decision making and personnel management but would promote greater understanding of the personal characteristics of salespersons as human investment capital which has the potential to create the effective competitive edge required for survival in the new economy.