International differences in job satisfaction: The effects of public service motivation, rewards and work relations

摘要

Purpose - The main purpose of this paper is to explore cross-national differences in job satisfactionsrnand its determinants over time (1989-2005), which, in turn, impact long-term worker productivity andrnperformance.rnDesign/methodology/approach - Utilizing non-panel longitudinal data from the InternationalrnSocial Survey Program on Work Orientations I, Ⅱ, and Ⅲ for 1989,1997 and 2005, various bivariaternand multivariate descriptive statistics and ordinary least squared regression analysis are used tornexplore the relationship between job satisfaction and its key determinants cross-nationally in sixrncountries (West Germany, Great Britain, the USA, Hungary, Norway and Israel).rnFindings - For all countries, findings clearly show that intrinsic rewards explain the most variancernin the respondents' job satisfaction, followed by work relations with management. In contrast, publicrnservice motivation-fit (PSM-fit) and work relations with co-workers are found to play a less prominentrnrole in shaping job satisfaction. Additionally, findings show that the above-mentioned determinants ofrnjob satisfaction vary by country. Additionally, apart from age, which is found to be a significantrnantecedent of job satisfaction for 1989, 1997 and 2005 waves, the significance of the personalrnantecedents tends to vary with each wave.rnResearch limitations/implications - The primary limitations to this research relate to the use of arnpre-existing dataset. The measurement of the study variables, particularly job satisfaction and publicrnservice motivation (PSM), is constrained by the limited single-item measurement scales used in thernsurveys. Additionally, the measurement scale of PSM could be more rigorous. Data collected fromrnself-completed survey such as this can also suffer from common method variance; the respondentsrnmay have a distorted perception of their organizational conditions. Despite these limitations, thisrnresearch supports the descriptive literature and empirical studies that look at job satisfaction, PSM,rnworkplace rewards, and interpersonal dynamics.rnPractical implications - In an increasingly competitive global market, more and morernorganizations have to ask the difficult question, "How can we get more out of our employees?"rnHowever, though there are diverse "quick-fix" methods to achieving rather short-term gains in workerrnproductivity and performance, long-term and enduring improvement requires a strengthening andrnspreading of core organizational values and beliefs that increase overall worker satisfaction to helprncreate a high engagement and achievement organizational culture.rnOriginality/value - The main contribution of this paper is in looking at cross-national differences inrnworker satisfaction and its determinants cross-nationally over a 16-year period. Additionally, thernpaper develops and justifies the use of a new construct, PSM-fit, as an important component tornunderstanding job satisfaction.