Exportar Publicação

Borgogni, L., Dello Russo, S., Petitta L. & Vecchione, M. (2010). Predicting job satisfaction and job performance in a privatized organization. International Public Management Journal. 13 (3), 275-296

B. L. et al.,  "Predicting job satisfaction and job performance in a privatized organization", in Int. Public Management Journal, vol. 13, no. 3, pp. 275-296, 2010

@article{l.2010_1715115831459,
	author = "Borgogni, L. and Dello Russo, S. and Petitta L. and Vecchione, M.",
	title = "Predicting job satisfaction and job performance in a privatized organization",
	journal = "International Public Management Journal",
	year = "2010",
	volume = "13",
	number = "3",
	doi = "10.1080/10967494.2010.504114",
	pages = "275-296",
	url = "http://www.tandfonline.com/doi/abs/10.1080/10967494.2010.504114"
}

TY  - JOUR
TI  - Predicting job satisfaction and job performance in a privatized organization
T2  - International Public Management Journal
VL  - 13
IS  - 3
AU  - Borgogni, L.
AU  - Dello Russo, S.
AU  - Petitta L.
AU  - Vecchione, M.
PY  - 2010
SP  - 275-296
SN  - 1096-7494
DO  - 10.1080/10967494.2010.504114
UR  - http://www.tandfonline.com/doi/abs/10.1080/10967494.2010.504114
AB  - The current study focused on job satisfaction and job performance, as well as on their predictors in a privatized organization. We tested a model in which job satisfaction, consistent with social cognitive theory, is related to self-efficacy and perceptions of social context (i.e., colleagues, immediate supervisor, top management); job satisfaction, in turn, predicts job performance along with organizational tenure. White collars (N¼1172) from the staff and line functions of an Italian privatized organization were administered a self-report questionnaire matched with their job performance as rated by supervisors (six months later). Structural equation modelling supported the hypothesized relationships among variables. We found that: (a) selfefficacy was related to the three components of perceptions of social context; (b) perceptions of social context mediated the relationship between self-efficacy and job satisfaction; (c) job performance was positively predicted by job satisfaction; and (d) finally, the relationship between organizational tenure and job performance became progressively negative as organizational tenure increases, indicating a misfit between the person and the organization for employees hired before the privatization. Our findings suggest interventions directed at enhancing employees’ self-efficacy in mastering job tasks under unstable conditions, at supporting supervisors in managing their coworkers, and at improving the fit between higher-tenured employees and the organization.
ER  -