PYCHIC INCOME IN JOB SATISFACTION

Research has attempted to understand reasons why employees join a company and why they stay or leave. Findings have concluded that increased job satisfaction leads to increased job performance and factors related to job satisfaction have been determined. For example, leadership communication affects job satisfaction and performance (Johlke & Duhan, 2000). Studies have also shown that job security and organizational commitment are associated with job satisfaction and performance (Yousef, 1998; 2000). Other factors include job stress, job fairness, and job training, each linked to job satisfaction and performance (Janssen, 2001; Saks, 1996; Varca, 1999). Studies of effects of individual characteristics, as mediating variables, demonstrated that self-esteem levels, values, attitudes, moods, and gender all affected perceptions of job satisfaction and performance (Babin & Boles, 1998; Gardner & Pierce, 1998; George & Jones, 1997).

Currently, OÆConnell (2001) pointed out that American workers seek more than a paycheck from a job, and in fact they seek what is called psychic income. Sources of psychic income are listed by OÆConnell, such as stock options, or having available resources required to stay on top of latest technology. A study is needed to determine whether these sources do indeed lead to increased job satisfaction and job performance. This proposed, emp

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theme regarding stress being a job characteristic, due to a lack of control over jobs, inability to satisfy clients, and overburden. Survey research was then used to assess job stress and job performance in 71 service consultants (47% female, 74% White). Linear regression was used to answer the research question and test hypotheses. Findings showed that stress resulted in decreased job performance, as predicted (Varca, 1999). Thus research demonstrates the negative relationship between job stress and decreased job performance. Job Fairness Job fairness is another factor associated with job performance and satisfaction. Janssen (2001) investigated these factors in a survey research study with 134 low- and mid-level management employees from a local organization (males only). It was hypothesized that fairness would moderate performance and satisfaction. The hypothesis was supported. Hierarchical multiple regression analysis was used to test the hypothesis. Results showed that managers perceiving effort-reward fairness performed better and felt more satisfied in their jobs, compared to managers who perceived under-reward unfairness. It was concluded that limitations were present, such as use of a male only sample, a lack o
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Approximate Word count = 7909
Approximate Pages = 32 (250 words per page)