How perceptions of empowerment and commitment affect job satisfaction: a study of managerial-level effects
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Abstract This study examines factors that affect an employee's level of job satisfaction. Understanding job satisfaction is important because it has implications for positive or negative workplace outcomes. This study examines the main effect of the association between a manager's level of psychological empowerment, organisational commitment and job satisfaction, and the interaction effect of these associations moderated by the level of the manager's position within the organisation. Specifically, the managerial employee's level of job satisfaction is examined because managerial perceptions may have flow-down effects throughout an organisation. A sample of 301 Australian chief financial officers, human resource managers and chief executive officers was surveyed. The results of the regression analyses revealed partial support for the main effects of the associations between managers' perceptions of organisational commitment, psychological empowerment and job satisfaction, as well as how the association is moderated by managerial level. The findings of the study show that chief executive officers and human resource managers sought autonomy to have job satisfaction, while all three managerial levels sought affective commitment to be able to experience job satisfaction. Keywords: affective commitment, job satisfaction, managerial, organisational commitment, psychological empowerment
Accounting, Accountability and Performance
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