antecedents of employee job satisfaction do they matter

8182019 Antecedents of Employee Job Satisfaction Do They Matter

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Antecedents of employee job satisfaction Do they matter

Ineacutes Alegre Marta Mas-Machuca Jasmina Berbegal-Mirabent

Department of Economy and Business Organization Universitat Internacional de Catalunya C Immaculada 22 Barcelona 08017 Spain

a b s t r a c ta r t i c l e i n f o

Article history

Received 1 February 2015

Received in revised form 1 July 2015

Accepted 1 September 2015

Available online xxxx

Keywords

Job satisfaction

Organizational goals Workndashfamily balance

Autonomy Supervisor support Teamwork

Supervisor support

Teamwork

Thisresearch investigatesthe collective effect of (1) the employeendashorganization relationship (2) the employeendash

supervisor relationship and(3) the employeendashcoworkerrelationship on employee jobsatisfaction Theempirical

application considers a data sample comprising 374 valid observations and usesqualitative comparative analysis

(QCA) in its fuzzy set variant to test the model A second-stage analysis compares the results with the results of

alternative methodologies The 1047297ndings reveal that three different paths explain job satisfaction (1) teamwork

identi1047297cation with the strategy and the absence of employee workndashfamily balance (2) employee workndashfamily

balance autonomy and identi1047297cation with the strategy and (3) supervisor support and identi1047297cation with the

strategy The study concludes with a discussion of managerial applications

copy 2015 Elsevier Inc All rights reserved

1 Introduction

The academic literature has a long history of investigating employee

job satisfaction According to Locke (1976) job satisfaction is a pleasur-able or positive emotional state resulting from the appraisal of ones job

or job experiences Spector (1997) adds that employee satisfaction is

now a common concern among companies As this emotional state is

a key factor in an employees life job satisfaction is a stimulating topic

to study

Most academic research on this topic focuses on measuring and

assessing job satisfaction (Chang amp Cheng 2014 Fila Paik Griffeth amp

Allen 2014 Macintosh amp Krush 2014 Spagnoli Caetano amp Santos

2012) Researchers from 1047297elds such as industrial-organizational psy-

chology organizational behavior and human resource management

(HRM) devoteconsiderable effort to analyzing theantecedents andcon-

sequences of job satisfaction

Previous studies however provide a partial view of job satisfaction

since they usually focus on the one-to-one relationship between an an-

tecedent condition and job satisfaction without taking a global view to

show how different factors simultaneously affect job satisfaction This

research posits that a combination of factors (eg organization co-

workers and supervisor) affects employee job satisfactionAccordingly

this empirical study adopts a qualitative comparative analysis using

fuzzy sets (fsQCA) to explorethe association between employee job sat-

isfactionand the different relationships that employeesdevelop in orga-

nizations In addition this study uses regression and structural equation

models (SEM) and compares the results of the different methodologiesThis study contributes to theliterature by investigating thecollective

effect of different employee relationships on job satisfaction Second

the study extends the literature by using an uncommon methodology

in the 1047297eld of management the fuzzy set methodology Finally the

paper compares the results from the fsQCA with those obtained by

using regression analysis and SEM to show the commonalities and dif-

ferences in the application of fsQCA

2 Theoretical background

Three main relationships affect employee satisfaction (1) the em-

ployeendashorganization relationship (2) the employeendashsupervisor rela-

tionship and (3) the employeendashcoworker relationship (Tang Siu amp

Cheung 2014) Following Adams King and King (1996) and Allen

Shore and Griffeth (2003) the employeendashorganization relationship un-

derlines the importance of employee identi1047297cation with and commit-

ment to organizational strategy and company goals This relationship

also includes other factors such as a companys support of employee

workndashfamily balance Authors such as Edgar and Geare (2005) and

Fila et al (2014) consider the employeendashsupervisor relationship a key

factor that in1047298uences employee job satisfaction In this regard factors

such as the extent to which a supervisor delegates and gives autonomy

to employees greatly in1047298uence employees assessments of their jobs Fi-

nally the relationship between employees and colleagues is also an

Journal of Business Research xxx (2015) xxxndashxxx

Theauthors thank thetwo anonymous reviewers fortheirconstructivecommentsand

suggestions

Corresponding author

E-mail addresses ialegreuices (I Alegre) mmasuices (M Mas-Machuca)

jberbegaluices (J Berbegal-Mirabent)

JBR-08681 No of Pages 6

httpdxdoiorg101016jjbusres201510113

0148-2963copy 2015 Elsevier Inc All rights reserved

Contents lists available at ScienceDirect

Journal of Business Research

Please cite this article as Alegre I et al Antecedents of employee job satisfaction Do they matter Journal of Business Research (2015) httpdxdoiorg101016jjbusres201510113



important source of job satisfaction (Kirkman amp Shapiro 2001 Sageer

Rafat amp Agarwal 2012) Fig 1 shows these relationships

To foster employee commitment to and identi1047297cation with organi-

zational goals organizations must clearly de1047297ne their objectives

(Patterson et al 2005) Organizational identity refers broadly to what

organizational members perceive feel and think about their organiza-

tions (Hatch amp Schultz 1997) Organizational commitment exists

when individuals identify with organizational goals Allen et al (2003)

suggest that employees organization commitment and identity explainemployee satisfaction and Bart Bontis and Taggar (2001) link employ-

ee satisfaction to the organizational mission and strategy

Most employees divide their daily life between work and family

Thus organizational responses to workndashfamily (WF) con1047298ict in1047298uence

employees attitudes toward their jobs (Ornstein amp Isabella 1993) Ex-

ploring the relationships among WF con1047298ict organizational policies

and job and life satisfaction Kossek and Ozeki (1998) 1047297nd a consistent

negative relationship between WF con1047298ict and job and life satisfaction

Dixon and Sagas (2007) further empirically demonstrate the theorized

relationship between WF con1047298ict and job-life satisfaction and Qu and

Zhao (2012)investigate the impact of life satisfaction on job satisfaction

in different situations of WF con1047298ict

Rowold Borgmann and Bormann (2014) propose that the leader-

ship style of an employees supervisor positively affects the employees

organizational commitment and job satisfaction In particular the ex-

tent to which an employees supervisor provides encouragement and

support to theemployeeconcerning theemployees workis a strongde-

terminant of the employees attitude toward his or her job (Grif 1047297n

Patterson amp West 2001) Numerous studies investigate this relation-

ship in various job contexts (Yukl 1989) For instance Kirkman and

Rosen (1999) underline the importance of promoting a supportive

work environment and adequate supervisor support as these factors af-

fect employees work-related attitudes and perceptions Tang et al

(2014) further suggest that WF enrichment fully mediates the relation-

ship between job satisfaction and both supervisor and organizational

support

Autonomy refers to the extent to which individual employees can

structure and control how and when they perform their speci1047297c job

Highly autonomous jobs increase bothjob performance and satisfaction(Spector 1986) Accordingly autonomy and1047298exibility are common an-

tecedents of job satisfaction (Chang amp Cheng 2014 Grif 1047297n Patterson amp

West 2001)

Finally teamwork involves cooperative work between interdepen-

dent groups to obtain an outcome thus it re1047298ects the relationship

between employees and colleagues (Parker amp Wall 1998) Much of

the research interest in teamwork is due to the idea that work teams

are able to generate greater returns than individuals alone (Ilgen

Hollenbeck Johnson amp Jundt 2005) Communicating and collaborating

within a team sharing information and knowledge and prioritizing the

group over individual outcomes are important team features that en-

hance the bene1047297ts of teamwork According to Grif 1047297n et al (2001) job

enrichment can result from teamwork partly explaining the link be-

tween teamwork and job satisfaction Work policies that promote em-

ployees initiatives foster higher levels of autonomy

All in all job satisfactions stands as an emotion that involves a

persons overall evaluation with respect their work environment Be-cause previous studies mainly use SEM hierarchical regression analysis

or meta-analytic combinations to examine job satisfaction this study

adopts fsQCA to better understand the antecedents of job satisfaction

3 Data and methods

31 Sample and procedure

The sample of the study includes employees of a Spanish pharma-

ceutical company and the1047297eldwork contains informationfrom 463 sur-

veys (March 2013) using both online and paper-and-pencil formats

After the exclusion of incomplete questionnaires data for the analysis

comprises 374 valid surveys (a response rate of 8078) The empirical

application uses the mean of nearby points to treat missing data points

Managers interest in the study allows theuse of participative strategies

such as a raf 1047298e facilitating a high response rate

32 Scales

The survey includes six scales (identi 1047297cation with and commitment to

organizational goals workndash family balance autonomy supervisor support

teamwork and job satisfaction) in the form of statements to which

respondents indicate their level of agreementdisagreement on a four-

point Likert scale All item loadings are higher than 06 As the original

language of the items in the scales is English this study applies

forwardbackward translation (FBT) to adapt the questionnaire (Chen

amp Bates 2005)

An extensive review of the relevant literature supports the validity

of the scales (see Table 1)Finally one single-item overall measure captures job satisfaction

According to Dolbier Webster McCalister Mallon and Steinhardt

(2005) and Wanous Reichers and Hudy (1997) from a psychometric

perspective the use of single-item measures to operationalize this

construct compares favorably with the use of multiple-item measures

33 Methodology

This study uses fsQCA as the study methodology QCA addresses

complex causality perspectives by assuming asymmetric relationships

among observations This approach facilitates the determination of

which combination of antecedent conditions is most likely to cause an

outcome The result is a number of combinations that enable the pro-

duction of the outcome under analysis (Longest amp Vaisey 2008)QCAentails the analysis of the necessary and suf 1047297cient conditionsto

produce an outcome (Meyer Tsui amp Hinings 1993 Wu Yeh Huan amp

Woodside 2014) and involves variousstages First a calibration process

transforms variables into sets according to their degree of membership

to each of the conditions (Ragin 2008) A score of ldquo1rdquo indicates full

membership and ldquo0rdquo indicates full non-membership Breakpoints

allow for the calibration of all original values into membership values

Typically 095 indicates full membership and 005 denotes full non-

membership The crossover point (05) designates cases with the max-

imum ambiguity regarding their membership in the set

The second stage includes the analysis of the truth table which con-

sists of all logically possible combinations of condition sets (Fiss 2011)

Next using Boolean algebra QCA computes the commonalities among

the con1047297gurations that lead to the outcome Finally the Quinendash

Source Self-reported

Identification with

the strategy (I)

Supervisor

support (S)

Work-family

balance (W)

Teamwork

(T)Autonomy

(A)

TWISA

Fig 1 Relationships between employees at different levels

2 I Alegre et al Journal of Business Research xxx (2015) xxxndash xxx




McCluskey algorithm provides a logical reduction of statements (Fiss

2007 Quine 1955) At this stage two parameters are in order

(a) coverage and (b) consistency The former indicates the empirical

relevance of a solution (the higher the better) and the latter quanti1047297es

the extent to which cases that share similar conditions yield the same

outcome

The STATA software package (version 13) supports the statistical

treatment of the data

4 Results

Table 2 shows the calibration process and indicates the transforma-

tion of both the outcome and the antecedent conditions into fuzzy

terms

Tables 2 and 3 display the relationship between the outcome (job

satisfaction) and the various antecedent conditions considered As

Table 3 shows all causal conditions relate to the outcome variable

with coincidence scores above 085 in all cases Notwithstanding

Table 4 indicates that no single set (alone) is most suf 1047297cient for

predicting the outcome suggesting that the analysis can proceed to

examine the consistency of different con1047297gurations when combining

causal conditions

The 1047297rst step involves the identi1047297cation of con1047297gurations with y-

consistencies (positive outcome) that are signi1047297cantly greater than

their n-consistencies (negation of the outcome) According to Table 4

23 con1047297gurations ful1047297ll the requirements

The second stage involves the determination of which con1047297gura-

tions have y-consistency levels signi1047297cantly higher than a thresholdvalue According to Ragin (2008) a minimum consistency of 08 is

suf 1047297cient to indicate goodness of 1047297t In order to restrict the number of

conditions that ful1047297ll the requirement this study employs a more

stringent cutoff point 09 As Table 4 shows twelve con1047297gurations are

consistent at the 005 level of signi1047297cance

The next step consists of selecting only those con1047297gurations that

pass both tests This step yields twelve common sets however they

may overlap The QuinendashMcCluskey algorithm then provides a logical

reduction of the con1047297gurations The 1047297nal reduction set includes three

con1047297gurations indicating that the con1047297gurations in Table 4 collapse

into three Table 5 presents theresults In this tableeach rowrepresents

a con1047297guration of causal conditions with their corresponding raw

coverage unique coverage and solution consistency The numbers at

the bottom of the table represent the coverage and consistency of thesolution as a whole According to the results of the analysis the solution

yields coverage close to 60 and consistency of 916

The 1047297rst con1047297guration of the solution teamworkstrategy ~

workfamily represents the combination of factors that lead to job

satisfaction teamwork and cooperationbetween employees identi1047297ca-

tion with the strategy of the company and absence of employee workndash

family balance This con1047297guration indicates that when employees iden-

tify with the organizational strategy and when a positive relationship

exists between employees and bothcolleagues and team members em-

ployees can achieve positive levels of job satisfaction even if their job is

demanding and even if reconciling work and family is dif 1047297cult These

employees enjoy being at work even at certain personal cost

The second combination of antecedent conditions is autonomy

strategyworkfamily In contrast to theprevious recipe in this combina-

tion employee workndashfamily balance is relevant for job satisfaction as

are autonomy and identi1047297cation with the organizational strategy The

implications of this combination are that employees value job autono-

my because it allows them to make their own decisions about their

work and schedule and thereby facilitates workndashfamily balance Thus

according to this combination employees appreciate their job because

of theautonomy inherent in the job whereas according to theprevious

con1047297guration employees value team membership and collaboration

The third con1047297guration that emerges from the analysis (supervisor

strategy) indicates that a combination of supervisor support and identi-

1047297cationwith theorganizational strategy also lead to jobsatisfaction This

combination addressesanother source of support for employees in addi-

tion to colleagues supervisor support In this sense supervisor support

enhances job satisfaction Notably in all three con1047297gurations employee

identi1047297cation with the organizational strategy is a signi1047297cant factor

through which employees achieve positive levels of job satisfaction

To further corroborate the results additional tests use regression

analysis andSEM to examine thedata Although allthesemethodologiesdiffer in scope and purpose comparing the results of dissimilar ap-

proaches might lead to interesting results not only in terms of the

models but also in terms of the inherent methodological issues

First this study conducts a regression analysis to examine the ex-

planatory power of the1047297ve antecedentconditions in explaining theout-

come(job satisfaction) The1047297ndings reveal that both supervisorsupport

( p-value = 0003) and employees identi1047297cation with the organization-

al strategy ( p-value = 0000) positively relate to job satisfaction Nor-

mal probability plots of the residuals corroborate that residuals follow

a normal distribution Additionally the data do not suffer from collin-

earity problems as the maximum VIF is 246 (Rogerson 2001)

Concerning the use of SEM this study adopts the maximum likeli-

hood method from the asymptotic variancendashcovariance matrix to esti-

mate the model by using EQS software version 61 The 1047297t indices inthe measurement model estimation show good general 1047297t χ

2 =

87580 with 63deg of freedom and a p-value of 00220 χ2df is 139

which is under the acceptable limit of 5 RMSEA is 0032 and the CFI is

0988 Although the model 1047297t is acceptable the results show that

Table 1

Scales measurements

Construct Original construct Adapted from Cronbachs alpha

Autonomy Autonomy Organizational climate measure (OMC)

Patterson et al (2005)

068

Teamwork Integration 074

Supervisor support Supervisor support 0816

Identi1047297cation with the strategy Clarity of organizational goals 080

Employee workndashfamily balance Workndashfamily Hayman (2005) 074

Table 2

Distribution of each variable and its corresponding set

Variable Coding Full non-membership (005) Crossover point (05) Full membership (095)

Job satisfaction Jobsat 0150 1500 2850

Autonomy Autonomy 0248 2484 4719

Teamwork Teamwork 0308 3075 5843

Supervisor support Supervisor 0314 3137 5960

Identi1047297cation with the strategy Strategy 0358 3578 6797

Employee workndashfamily balance Workfamily 0232 2315 4398

3I Alegre et al Journal of Business Research xxx (2015) xxxndash xxx




Table 3

Coincidence matrix and suf 1047297ciency and necessity matrix

Jobsat Autonomy Teamwork Supervisor Strategy Workfamily

Coincidence matrix

Jobsat 1000

Autonomy 0869 1000

Teamwork 0888 0809 1000

Supervisor 0897 0832 0831 1000

Strategy 0874 0790 0805 0806 1000

Workfamily 0834 0768 0726 0750 0757 1000

Suf 1047297ciency and necessity matrix

Jobsat 1000 0626 0608 0645 0674 0595

Autonomy 0869 1000 0770 0831 0790 0760

Teamwork 0888 0809 1000 0831 0805 0726

Supervisor 0897 0832 0831 1000 0806 0743

Strategy 0874 0790 0805 0806 1000 0700

Workfamily 0834 0768 0726 0750 0757 1000

Table 4


y-consistency vs n-consistency

Set YCons NCons F P

~autonomy ~ teamworksupervisor ~ strategyworkfamily 0915 0439 9645 0

~autonomy ~ teamworksupervisorstrategy ~ workfamily 0944 0383 18524 0

~autonomy ~ teamworksupervisorstrategy workfamily 0950 0363 2182 0

~autonomyteamwork ~ supervisor ~ strategy workfamily 0908 0455 8585 0

~autonomyteamwork ~ supervisorstrategy ~ workfamily 0931 0393 14672 0


~autonomyteamworksupervisor ~ strategy ~ workfamily 0922 0406 11797 0

~autonomyteamworksupervisor ~ strategy workfamily 0927 0394 13013 0

~autonomyteamworksupervisorstrategy ~ workfamily 0952 0342 24309 0

~autonomyteamworksupervisorstrategy workfamily 0952 0328 26865 0

autonomy ~ teamwork ~ supervisorstrategy ~ workfamily 0926 0421 12462 0

autonomy ~ teamwork ~ supervisorstrategy workfamily 0943 0367 19259 0

autonomy ~ teamworksupervisor ~ strategy ~ workfamily 0913 0427 9904 0

autonomy ~ teamworksupervisor ~ strategy workfamily 0928 0372 14782 0autonomy ~ teamworksupervisorstrategy ~ workfamily 0936 0368 16955 0

autonomy ~ teamworksupervisorstrategy workfamily 0953 0301 30467 0

autonomyteamwork ~ supervisor ~ strategy workfamily 0910 0403 10364 0

autonomyteamwork ~ supervisorstrategy ~ workfamily 0933 0377 15164 0

autonomyteamwork ~ supervisorstrategy workfamily 0943 0339 22031 0

autonomyteamworksupervisor ~ strategy ~ workfamily 0913 0373 11731 0

autonomyteamworksupervisor ~ strategy workfamily 0922 0327 16536 0

autonomyteamworksupervisorstrategy ~ workfamily 0953 0268 34343 0

autonomyteamworksupervisorstrategy workfamily 0946 0213 46472 0

y-consistency vs set value

Set YConsist Set value F P




~autonomyteamworksupervisorstrategy ~ workfamily 0952 09 2706 0~autonomyteamworksupervisorstrategy workfamily 0952 09 2569 0


autonomy ~ teamworksupervisorstrategy ~ workfamily 0936 09 647 0011






Common sets

~autonomy ~ teamworksupervisorstrategy ~ workfamily ~autonomy ~ teamworksupervisorstrategy workfamily

~autonomyteamwork ~ supervisorstrategy ~ workfamily ~autonomyteamworksupervisorstrategy ~ workfamily ~autonomyteamworksupervisorstrategy

workfamily

autonomy ~ teamwork ~ supervisorstrategy workfamily autonomy ~ teamworksupervisorstrategy ~ workfamily autonomy ~ teamworksupervisorstrategy

workfamily autonomyteamwork ~ supervisorstrategy ~ workfamily autonomyteamwork ~ supervisorstrategy workfamily

autonomyteamworksupervisorstrategy ~ workfamily autonomyteamworksupervisorstrategy workfamily

Note ldquo

~rdquo

indicates the negation of the condition





employees identi1047297cation with the organizational strategy is the only

factor that exerts a signi1047297cant in1047298uence on job satisfaction Supervisor

support is almost signi1047297cant but does not enter in the model

In both cases the results from these two complementary methodol-

ogies seem to support the above argument that employee identi1047297cation

with organizational strategy is a key factor that affects job satisfaction

5 Discussion

The present results contribute to research on job satisfaction by

outlining several combinations of antecedents that affect employee

job satisfaction Speci1047297cally a high level of teamwork and high levels

of organizational identi1047297cation and commitment foster a high level of

job satisfaction even in the presence of a low level of workndashfamily bal-

ance Thus when an employee has a good relationship with hisher col-

leagues and identi1047297es with the companys objectives and goals despite a

possible WF con1047298ict the employee can achieve high job satisfaction In

this way having a good relationship with ones coworkers and identify-

ingwith thedirection andaim of thecompany compensate forthe inter-

ference of WF con1047298ict For employees working in a company may

require effort to meet family obligations and achieve life satisfaction

nevertheless working in a friendly environment and identifying with

the companys goals can improve job satisfaction

In addition the empirical results indicate that higherlevels of auton-

omy in the decision-making process higher levels of organizational

identi1047297cation and commitment and higher levels of WF balance lead

to high levels of job satisfaction for employees Thus when employees

share the organizations strategy and mission have autonomy to struc-ture and manage their work and have the ability to balance their work

with family or leisure their job satisfaction will be high

The collective effect of identi1047297cation with organizational goals and

supervisor support is also notable When a companys strategy aligns

with managerial support job satisfaction increases Employees feel

comfortable in a company if they share the organizations mission

(Bart et al 2001) Furthermore employees need to be comfortable

with their supervisor These two factors can thus explain employee

job satisfaction

As predicted the 1047297ndings clearly support the view that job satisfac-

tion is a complex construct and that many types of relationships shape

job satisfaction According to these 1047297ndings to achieve employee satis-

faction and well-being organizationsshould develop practices or initia-

tives aimed at increasing perceptions of organizational commitmentWF balance autonomy supervisor support and collaboration through

teamwork

6 Conclusion

This study contributes to a large body of work on the antecedents of

job satisfaction The results corroborate previous research on employee

satisfaction examining important relationships such as the employeendash

organization employeendashcoworker and employeendashsupervisor relation-

ships However while previous studies focus on the one-to-one associ-

ations between these relationships and job satisfaction this study

contributes to different streams of research on job satisfaction by study-

ingthe effectof all of these relationships simultaneously In addition re-

search on HRM psychology and management can also bene1047297t from the

approach and methodology that this study adopts Although informa-

tion science and operations research applies QCA this methodology is

largely absent from the management literature The application of the

fuzzy set methodology in an area dominated by regressions and SEM

can offer multiple research opportunities to business and management

scholars This study thus contributes to widening the scope and applica-

tion of new quantitative techniques by comparing several methodolo-

gies and results

The results of this research also have practical implications for man-agers because they may provide them with a more holistic understand-

ing of the antecedents of job satisfaction How can 1047297rms satisfy their

employees This question is relevant for practice

This research has several limitations the most critical of which re-

lates to the data source The data in this study come from a single Span-

ish company which may diminish the generalizability of the results

Nevertheless the subject of interest is at the individual level and the

company has several sites and different departments which adds nec-

essary variability to the variables studied such as employees relation-

ships with their team members and supervisors

Future research could replicate this study in other companies and

countries or regions Additionallyfuture studies could include other or-

ganizational variables (eg leadership communication and internal

processes) to examine the possible mediating or moderating roles of

such variables in the associations with job satisfaction

References

Adams G A King L A amp King D W (1996) Relationships of job and family involve-ment family social support and workndashfamily con1047298ict with job and life satisfaction

Journal of Applied Psychology 81(4) 411ndash420Allen D GShore LM amp Griffeth RW (2003) The roleof perceived organizationalsup-

port and supportive human resource practices in the turnover process Journal of Management 29(1) 99ndash118

Bart C K Bontis N amp Taggar S (2001) A model of the impact of mission statements on1047297rm performance Management Decision 39(1) 19ndash35

Chang M amp Cheng C (2014) How balance theory explains high-tech professionals so-lutions of enhancing job satisfaction Journal of Business Research 67 (9) 2008ndash2018

Chen H amp Bates R A (2005) Instrument translation and development strategies forcrosscultural studies Proceedings of the 2005 Academy of Human Resource Develop-

ment International Conference (pp 693ndash

700) (USA)DixonM A amp Sagas M (2007) The relationship between organizational support workndash

family con1047298ict and the job-life satisfaction of university coaches Research Quarterly for Exercise and Sport 78(3) 236ndash247

Dolbier C L Webster J A McCalister K T Mallon M W amp Steinhardt M A (2005)Reliability and validity of a single-item measure of job satisfaction American Journalof Health Promotion 19(3) 194ndash198

Edgar F amp Geare A (2005) HRM practice and employee attitudes DifferentmeasuresmdashDifferent results Personnel Review 34(5) 534ndash549

Fila M J Paik L S Griffeth R W amp Allen D (2014) Disaggregating job satisfaction Ef-fects of perceived demands control and support Journal of Business and Psychology

29(4) 639ndash649Fiss P C (2007) A set-theoretic approach to organizational con1047297gurations Academy of

Management Review 32(4) 1180ndash1198Fiss P C (2011) Buildingbettercausaltheories A fuzzy set approachto typologiesin or-

ganization research Academy of Management Journal 54(2) 393ndash420Grif 1047297n M A Patterson M G amp West M A (2001) Job satisfaction and teamwork The

role of supervisor support Journal of Organizational Behavior 22(5) 537ndash550Hatch M amp Schultz M (1997) Relations between organizational culture identity and

image European Journal of Marketing 31(56) 356ndash365HaymanJ (2005) Psychometric assessment of an instrument designed to measure work

life balance Research and Practice in Human Resource Management 13(1) 85ndash91Ilgen D R Hollenbeck J RJohnsonM amp Jundt D (2005) Teams in organizations From

inputndashprocessndashoutput models to IMOI models Annual Review of Psychology 56 517ndash543

Kirkman B L amp Rosen B (1999) Beyond self-management Antecedents and con-sequences of team empowerment Academy of Management Journal 42(1)58ndash74

Kirkman BL amp ShapiroD L(2001) The impactof cultural values on jobsatisfaction andorganizational commitment inself-managing work teams The mediating role of em-ployee resistance Academy of Management Journal 44(3) 557ndash569

Kossek E amp Ozeki C (1998) Workndashfamily con1047298ict policies and the job-life satisfactionrelationship A review and directions for organizational behaviorndashhuman resourcesresearch Journal of Applied Psychology 83(2) 139ndash149

Locke E A (1976) The nature and causes of job satisfaction In M D Dunnette (Ed)Handbook of industrial and organizational psychology Chicago IL Rand McNally

Longest K C amp Vaisey S (2008) Fuzzy A program for performing qualitative compara-

tive analyses (QCA) in Stata Stata Journal 8 79ndash

104

Table 5


Set con1047297gurations Raw

coverage

Unique

coverage

Solution

consistency

tea mworkstrategy ~ workfamily 0301 0025 0933

autonomystrategyworkfamily 0425 0022 0930

supervisorstrategy 0538 0070 0929

Total coverage = 0591

Solution consistency = 0916





Macintosh G amp Krush M (2014) Examining the link between salesperson networkingbehaviors job satisfaction and organizational commitment Does gender matter

Journal of Business Research 67 (12) 2628ndash2635Meyer A D Tsui A S amp Hinings C R (1993) Con1047297gurational approaches to organiza-

tional analysis Academy of Management Journal 36 (6) 1175ndash1195Ornstein S amp Isabella L A (1993)Making sense of careers A review 1989ndash1992 Journal

of Management 19(2) 243ndash267ParkerG amp WallT D (1998) Job and workdesign Organizing work to promote well-being

and effectiveness 4 London UK SagePatterson M G West M A Shackleton V J Dawson J F Lawthom R Maitlis S

Wallace A M (2005) Validating the organizational climate measure Links to

managerial practices productivity and innovation Journal of OrganizationalBehavior 26 (4) 379ndash408Qu H amp Zhao X (2012) Employees workndashfamily con1047298ict moderating life and job

satisfaction Journal of Business Research 65(1) 22ndash28Quine W V (1955) A way to simplify truth functions The American Mathematical

Monthly 62(9) 627ndash631Ragin C C (2008) Redesigningsocial inquiry Fuzzy sets and beyond Chicago IL University

of Chicago PressRogerson P (2001) Statistical methods for geography London UK Sage PublicationsRowold J Borgmann L amp Bormann K (2014) Which leadership constructs are impor-

tant for predicting job satisfaction affective commitment and perceived job

performance in pro1047297t versus nonpro1047297t organizations Nonpro 1047297t Management andLeadership 25(2) 147ndash164

Sageer A Rafat S amp Agarwal P (2012) Identi1047297cation of variables affecting employeesatisfaction and their impact on the organization IOSR Journal of Business andManagement 5 32ndash39

Spagnoli P Caetano A amp Santos S C (2012) Satisfaction with job aspects Do patternschange over time Journal of Business Research 65(5) 609ndash616

Spector P E (1986) Perceived control by employees A meta-analysis of studies concerningautonomy and participation at work Human Relations 39(11) 1005ndash1016

Spector P E (1997) Job satisfaction Application assessment causes and consequencesSolid Action on Globalization and Environment 3 (London UK)

Tang S Siu O amp Cheung F (2014) A study of workndash

family enrichment among Chineseemployees The mediating role between work support and job satisfaction AppliedPsychology 63(1) 130ndash150

Wanous J P Reichers A E amp Hudy M J (1997) Overall job satisfaction How good aresingle-item measures Journal of Applied Psychology 82(2) 247ndash252

Wu P Yeh S Huan Tamp Woodside A G (2014) Applying complexity theory to deepenservice dominant logic Con1047297gural analysis of customer experience-and-outcome as-sessments of professional services for personal transformations Journal of BusinessResearch 67 (8) 1647ndash1670

Yukl G (1989) Managerial leadership A review of theory and research Journal of Management 15(2) 251ndash289





important source of job satisfaction (Kirkman amp Shapiro 2001 Sageer

Rafat amp Agarwal 2012) Fig 1 shows these relationships

To foster employee commitment to and identi1047297cation with organi-

zational goals organizations must clearly de1047297ne their objectives

(Patterson et al 2005) Organizational identity refers broadly to what

organizational members perceive feel and think about their organiza-

tions (Hatch amp Schultz 1997) Organizational commitment exists

when individuals identify with organizational goals Allen et al (2003)

suggest that employees organization commitment and identity explainemployee satisfaction and Bart Bontis and Taggar (2001) link employ-

ee satisfaction to the organizational mission and strategy

Most employees divide their daily life between work and family

Thus organizational responses to workndashfamily (WF) con1047298ict in1047298uence

employees attitudes toward their jobs (Ornstein amp Isabella 1993) Ex-

ploring the relationships among WF con1047298ict organizational policies

and job and life satisfaction Kossek and Ozeki (1998) 1047297nd a consistent

negative relationship between WF con1047298ict and job and life satisfaction

Dixon and Sagas (2007) further empirically demonstrate the theorized

relationship between WF con1047298ict and job-life satisfaction and Qu and

Zhao (2012)investigate the impact of life satisfaction on job satisfaction

in different situations of WF con1047298ict

Rowold Borgmann and Bormann (2014) propose that the leader-

ship style of an employees supervisor positively affects the employees

organizational commitment and job satisfaction In particular the ex-

tent to which an employees supervisor provides encouragement and

support to theemployeeconcerning theemployees workis a strongde-

terminant of the employees attitude toward his or her job (Grif 1047297n

Patterson amp West 2001) Numerous studies investigate this relation-

ship in various job contexts (Yukl 1989) For instance Kirkman and

Rosen (1999) underline the importance of promoting a supportive

work environment and adequate supervisor support as these factors af-

fect employees work-related attitudes and perceptions Tang et al

(2014) further suggest that WF enrichment fully mediates the relation-

ship between job satisfaction and both supervisor and organizational

support

Autonomy refers to the extent to which individual employees can

structure and control how and when they perform their speci1047297c job

Highly autonomous jobs increase bothjob performance and satisfaction(Spector 1986) Accordingly autonomy and1047298exibility are common an-

tecedents of job satisfaction (Chang amp Cheng 2014 Grif 1047297n Patterson amp

West 2001)

Finally teamwork involves cooperative work between interdepen-

dent groups to obtain an outcome thus it re1047298ects the relationship

between employees and colleagues (Parker amp Wall 1998) Much of

the research interest in teamwork is due to the idea that work teams

are able to generate greater returns than individuals alone (Ilgen

Hollenbeck Johnson amp Jundt 2005) Communicating and collaborating

within a team sharing information and knowledge and prioritizing the

group over individual outcomes are important team features that en-

hance the bene1047297ts of teamwork According to Grif 1047297n et al (2001) job

enrichment can result from teamwork partly explaining the link be-

tween teamwork and job satisfaction Work policies that promote em-

ployees initiatives foster higher levels of autonomy

All in all job satisfactions stands as an emotion that involves a

persons overall evaluation with respect their work environment Be-cause previous studies mainly use SEM hierarchical regression analysis

or meta-analytic combinations to examine job satisfaction this study

adopts fsQCA to better understand the antecedents of job satisfaction

3 Data and methods

31 Sample and procedure

The sample of the study includes employees of a Spanish pharma-

ceutical company and the1047297eldwork contains informationfrom 463 sur-

veys (March 2013) using both online and paper-and-pencil formats

After the exclusion of incomplete questionnaires data for the analysis

comprises 374 valid surveys (a response rate of 8078) The empirical

application uses the mean of nearby points to treat missing data points

Managers interest in the study allows theuse of participative strategies

such as a raf 1047298e facilitating a high response rate

32 Scales

The survey includes six scales (identi 1047297cation with and commitment to

organizational goals workndash family balance autonomy supervisor support

teamwork and job satisfaction) in the form of statements to which

respondents indicate their level of agreementdisagreement on a four-

point Likert scale All item loadings are higher than 06 As the original

language of the items in the scales is English this study applies

forwardbackward translation (FBT) to adapt the questionnaire (Chen

amp Bates 2005)

An extensive review of the relevant literature supports the validity

of the scales (see Table 1)Finally one single-item overall measure captures job satisfaction

According to Dolbier Webster McCalister Mallon and Steinhardt

(2005) and Wanous Reichers and Hudy (1997) from a psychometric

perspective the use of single-item measures to operationalize this

construct compares favorably with the use of multiple-item measures

33 Methodology

This study uses fsQCA as the study methodology QCA addresses

complex causality perspectives by assuming asymmetric relationships

among observations This approach facilitates the determination of

which combination of antecedent conditions is most likely to cause an

outcome The result is a number of combinations that enable the pro-

duction of the outcome under analysis (Longest amp Vaisey 2008)QCAentails the analysis of the necessary and suf 1047297cient conditionsto

produce an outcome (Meyer Tsui amp Hinings 1993 Wu Yeh Huan amp

Woodside 2014) and involves variousstages First a calibration process

transforms variables into sets according to their degree of membership

to each of the conditions (Ragin 2008) A score of ldquo1rdquo indicates full

membership and ldquo0rdquo indicates full non-membership Breakpoints

allow for the calibration of all original values into membership values

Typically 095 indicates full membership and 005 denotes full non-

membership The crossover point (05) designates cases with the max-

imum ambiguity regarding their membership in the set

The second stage includes the analysis of the truth table which con-

sists of all logically possible combinations of condition sets (Fiss 2011)

Next using Boolean algebra QCA computes the commonalities among

the con1047297gurations that lead to the outcome Finally the Quinendash

Source Self-reported

Identification with

the strategy (I)

Supervisor

support (S)

Work-family

balance (W)

Teamwork

(T)Autonomy

(A)

TWISA

Fig 1 Relationships between employees at different levels










outcome



4 Results



terms








causal conditions
































































2 =




Table 1

Scales measurements




068





Table 2













Table 3



Coincidence matrix

Jobsat 1000

Autonomy 0869 1000

Teamwork 0888 0809 1000

Supervisor 0897 0832 0831 1000

Strategy 0874 0790 0805 0806 1000

Workfamily 0834 0768 0726 0750 0757 1000


Jobsat 1000 0626 0608 0645 0674 0595

Autonomy 0869 1000 0770 0831 0790 0760

Teamwork 0888 0809 1000 0831 0805 0726

Supervisor 0897 0832 0831 1000 0806 0743

Strategy 0874 0790 0805 0806 1000 0700

Workfamily 0834 0768 0726 0750 0757 1000

Table 4



Set YCons NCons F P




































Common sets



workfamily




Note ldquo

~rdquo












5 Discussion



























job satisfaction






teamwork

6 Conclusion

















gies and results
















References


























104

Table 5



coverage

Unique

coverage

Solution

consistency








































outcome



4 Results



terms








causal conditions
































































2 =




Table 1

Scales measurements




068





Table 2













Table 3



Coincidence matrix

Jobsat 1000

Autonomy 0869 1000

Teamwork 0888 0809 1000

Supervisor 0897 0832 0831 1000

Strategy 0874 0790 0805 0806 1000

Workfamily 0834 0768 0726 0750 0757 1000


Jobsat 1000 0626 0608 0645 0674 0595

Autonomy 0869 1000 0770 0831 0790 0760

Teamwork 0888 0809 1000 0831 0805 0726

Supervisor 0897 0832 0831 1000 0806 0743

Strategy 0874 0790 0805 0806 1000 0700

Workfamily 0834 0768 0726 0750 0757 1000

Table 4



Set YCons NCons F P




































Common sets



workfamily




Note ldquo

~rdquo












5 Discussion



























job satisfaction






teamwork

6 Conclusion

















gies and results
















References


























104

Table 5



coverage

Unique

coverage

Solution

consistency



































Table 3



Coincidence matrix

Jobsat 1000

Autonomy 0869 1000

Teamwork 0888 0809 1000

Supervisor 0897 0832 0831 1000

Strategy 0874 0790 0805 0806 1000

Workfamily 0834 0768 0726 0750 0757 1000


Jobsat 1000 0626 0608 0645 0674 0595

Autonomy 0869 1000 0770 0831 0790 0760

Teamwork 0888 0809 1000 0831 0805 0726

Supervisor 0897 0832 0831 1000 0806 0743

Strategy 0874 0790 0805 0806 1000 0700

Workfamily 0834 0768 0726 0750 0757 1000

Table 4



Set YCons NCons F P




































Common sets



workfamily




Note ldquo

~rdquo












5 Discussion



























job satisfaction






teamwork

6 Conclusion

















gies and results
















References


























104

Table 5



coverage

Unique

coverage

Solution

consistency









































5 Discussion



























job satisfaction






teamwork

6 Conclusion

















gies and results
















References


























104

Table 5



coverage

Unique

coverage

Solution

consistency

































antecedents of employee job satisfaction do they matter

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