Job Autonomy as a Driver of Job Satisfaction

IF 1.6 Q3 BUSINESS
Kristýna Zychová, Martina Fejfarová, Andrea Jindrová
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Abstract

As one of the essential human needs, autonomy affects internal motivation and drives job satisfaction. The aim of the article is based on long-term quantitative research (n = 631) to examine gender, age, education and job position differences in job autonomy and to evaluate the extent to which job satisfaction and job autonomy are related. The research showed that 72.6% of respondents have a high degree of work scheduling autonomy, 68.1% have a high degree of decision-making autonomy, and 53.9% have a high degree of work methods autonomy. An important finding is that most respondents (84.8%) are satisfied with their job. There are differences between generations and non/managerial job positions regarding work scheduling autonomy, decision-making autonomy, and work methods autonomy. Additionally, there is a difference between education levels regarding work scheduling autonomy. The Spearman's rank correlation coefficients showed positive mutual correlations between job autonomy categories, as well as between job autonomy categories and job satisfaction. The results also confirmed the relationships between job autonomy categories and job satisfaction. Employees with a high degree of job autonomy feel in their jobs more satisfied than others. On the contrary, there are no differences between genders regarding work scheduling autonomy, decision-making autonomy, and work methods autonomy. Furthermore, there are no differences between education levels regarding decision-making autonomy and work methods autonomy. Understanding the relationship between job autonomy and satisfaction is vital for employers and policymakers to enhance job satisfaction, retain employees, and improve organisational performance.
Implications for Central European audience: The research reveals that employees with a high degree of job autonomy, encompassing work scheduling autonomy, decision-making autonomy, and work methods autonomy, experience greater job satisfaction. No gender or education-based differences in terms of job autonomy were found, but differences exist between generations and non/managerial job positions and job autonomy. The results confirmed that job autonomy drives job satisfaction. Employees with a high degree of job autonomy feel more satisfied in their jobs than others. Employers and policymakers should, therefore, prioritise increasing job autonomy to improve job satisfaction, retention, and organisational performance.
工作自主性是工作满意度的驱动因素
作为人的基本需求之一,自主性影响着内在动机,驱动着工作满意度。本文的目的是基于长期定量研究(n = 631)来检验性别、年龄、教育程度和工作职位在工作自主性方面的差异,并评估工作满意度和工作自主性的相关程度。研究表明,72.6%的受访者具有高度的工作调度自主权,68.1%的受访者具有高度的决策自主权,53.9%的受访者具有高度的工作方法自主权。一个重要的发现是,大多数受访者(84.8%)对自己的工作感到满意。在工作安排自主权、决策自主权和工作方法自主权方面,代际和非管理岗位存在差异。此外,在工作安排自主权方面,教育水平也存在差异。Spearman等级相关系数显示,工作自主类别之间、工作自主类别与工作满意度之间存在正相关关系。研究结果也证实了工作自主性类别与工作满意度之间的关系。工作自主性高的员工对工作的满意度比其他人高。相反,在工作调度自主权、决策自主权和工作方法自主权方面,性别之间没有差异。此外,在决策自主性和工作方法自主性方面,教育水平之间没有差异。了解工作自主性和满意度之间的关系对于雇主和决策者提高工作满意度、留住员工和提高组织绩效至关重要。对中欧受众的启示:研究表明,工作自主性高的员工,包括工作安排自主性、决策自主性和工作方法自主性,工作满意度更高。在工作自主性方面没有发现性别和教育的差异,但在代际和非管理职位和工作自主性方面存在差异。研究结果证实,工作自主性驱动工作满意度。工作自主性高的员工比其他人对工作更满意。因此,雇主和政策制定者应该优先考虑增加工作自主权,以提高工作满意度、留任率和组织绩效。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Central European Business Review
Central European Business Review Business, Management and Accounting-Business and International Management
CiteScore
3.10
自引率
7.70%
发文量
27
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