Search results for "JOB-SATISFACTION"
showing 4 items of 4 documents
The Happy-Productive Worker Model and Beyond: Patterns of Wellbeing and Performance at Work
2019
According to the happy-productive worker thesis (HPWT), &ldquo
Employees' work patterns-office type fit and the dynamic relationship between flow and performance
2021
Organizations must improve their employees’ performance in order to compete effectively. Evidence shows that flow experiences enhance performance. However, a dynamic approach to this phenomenon is needed. Furthermore, different work patterns (based on task profiles) can have specific environmental requirements (office types). This research aims to analyze the dynamic relationship between office workers’ flow and in‐role and extra‐role performance, considering work pattern–office type fit as a predictor of the initial level of each of these three variables. A total of 83 workers participated in this diary study. Results of the latent growth model showed a positive association between: (1) th…
Evaluation of the behavioral and affective outcomes of novice teachers working in professional development schools versus non-professional developmen…
2018
Abstract The purpose of this study was to evaluate the outcomes of teacher preparation based in Professional Development Schools (PDSs) in secondary education in The Netherlands over a period of three years. Approximately 150 teachers in non-PDSs were compared with 50 teachers in PDSs with declining response rates. Classroom observation ratings and student perceptions of PDS teachers in the second year were higher compared to non-PDS teachers. PDS teachers reported higher levels of teacher efficacy in each year. PDS-based teachers evaluated their teacher preparation and their learning opportunities significantly more positively compared to non-PDS-based teachers. Even though the sample size…
CEO satisfaction and intended strategic changes
2018
How do CEOs react to attainment discrepancies in their organizations' performance? Scholars have generally argued that (only) when performance falls below a certain aspiration level do CEOs intend to change the organization's strategy. However, empirical evidence on this issue is ambiguous and inconclusive. We address this puzzle directly by studying how CEOs' cognitive interpretations of performance (their satisfaction with the firm's performance) affect the magnitude of intended strategic changes, and we explore the moderating effect of the context (performance compared to the industry) on this relationship. Using a sample of medium-sized organizations, we find that CEOs' satisfaction wit…