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Assessing Changes in Employees' Perceptions of Leadership Behavior, Job Design, and Organizational Arrangements and Their Job Satisfaction and Commitment.
Abstract
This exploratory study sought to contribute to a better understanding
of organizational change in human service organizations. Employees'
perceptions constituted the central features of a model underlying the
study, as they were believed to be related to individual level change
outcomes. It was hypothesized that employees' perceptions of
organizational arrangements, job characteristics, and leadership
behavior would be related to their job satisfaction and commitment.
Data were collected from 41 employees representing all organizational
levels of a human service organization under the study. Results showed
that employees' perceptions of leadership behavior were important
predictors of job satisfaction and commitment. Additional post-hoc
analysis demonstrated that participation and production orientation
components of leadership behavior were significant predictors of job
satisfaction, explaining 64.3% of its variance. For the commitment
variable, the combination of leadership behaviors-participation, work
control, and subordinate relations-explained 48.1% of its variance.
Study limitations are discussed as well as the implications for social
work practice. (PsycINFO Database Record (c) 2007 APA, all rights
reserved)
Journal
(2003)
vol27
no4
pages25-39
Categories
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Personnel
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Employee Behavior and Wellbeing
