Job demands, job control, psychological climate, and job satisfaction: a cognitive dissonance perspective

Karanika-Murray, M ORCID: https://orcid.org/0000-0002-4141-3747, Michaelides, G and Wood, S, 2017. Job demands, job control, psychological climate, and job satisfaction: a cognitive dissonance perspective. Journal of Organizational Effectiveness: People and Performance, 4 (3), pp. 238-255. ISSN 2051-6614

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Abstract

Purpose: Research into job design and employee outcomes has tended to examine job design in isolation of the wider organizational context, leading to calls to attend to the context in which work is embedded. This study examines the effects of the interaction between job design and psychological climate on job satisfaction.

Design/approach: Cognitive Dissonance Theory was used to explore the nature of this relationship and its effect on job satisfaction. We hypothesized that psychological climate (autonomy, competence, relatedness dimensions) augments favourable perceptions of job demands and control when there is consistency between them (augmentation effect) and compensates for unfavourable perceptions when they are inconsistent (compensation effect).

Findings: Analysis of data from 3,587 individuals partially supported the hypotheses. Compensation effects were observed for job demands under a high autonomy and competence climate and for job control under a low competence climate. Augmentation effects were observed for job demands under a high relatedness climate.

Research implications: Psychological climate has the power to enhance or reduce the effects of job design and this may extend to other outcomes such as performance and commitment. Practical implications: Well-designed and high-quality jobs should take into account the effects of psychological climate on employee outcomes.

Originality/value: This study has offered a way to bridge the job design and psychological climate fields and demonstrated that the call for more attention to the context in which jobs are embedded is worth heeding.

Item Type:	Journal article
Publication Title:	Journal of Organizational Effectiveness: People and Performance
Creators:	Karanika-Murray, M., Michaelides, G. and Wood, S.
Publisher:	Emerald Publishing
Date:	4 September 2017
Volume:	4
Number:	3
ISSN:	2051-6614
Identifiers:	Number Type 10.1108/JOEPP-02-2017-0012 DOI 636006 Other
Divisions:	Schools > School of Social Sciences
Record created by:	Jill Tomkinson
Date Added:	03 Apr 2017 10:42
Last Modified:	31 May 2021 15:14
URI:	https://irep.ntu.ac.uk/id/eprint/30479

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