Minimum Satisfaction And Work Family Conflict

In order to compare employee satisfaction by division (independent variable) and examine employee attitudes, we compared the mean differences between the following dependent variables: the Minnesota Satisfaction Questionnaire (MSQ), the pay satisfaction questionnaire (PSQ), Job Descriptive Index (JDI), the work itself (JDIW), supervisors (JDIS), Job Descriptive Index of Co-Workers (JDIC) and promotions (JDIPRO). Additional dependent variables regarding employees sentiments towards performance appraisal

Most families today are on a dual income. However, with the advance technology available, more companies are expecting more from their employees.

Past research indicated that characteristics of many jobs in conjunction with the workplace can negatively affect family life, while aspects of an employee's family situation can influence worker’s performance and behaviors toward work. This increased the incidence of stress and burnout leading to

Thompson, C. A., Beauvais, L. L., & Lyness, K. S. (1999). When Work–Family Benefits Are Not Enough: The Influence of Work–Family Culture on Benefit Utilization, Organizational Attachment, and Work–Family Conflict. Journal of Vocational Behavior, 54(3), 392-415.

The article, “Better Pay and Benefits Loom Large in Job Satisfaction”, by Stephen Miller seeks to address how recognition and benefits affects the way employees determine their job satisfaction. The research problem being addressed is whether companies are able to retain the top talent employee and how the “compensation package” affects their decision to work at the company.

Job Satisfaction: whether or not being satisfied with one’s current position, status, wage, companies, etc.

What is the relationship between the individual wages for teachers and support staff and job satisfaction? The job satisfaction data came from the response to the Early Childhood Job Satisfaction Survey (ECJSS) (see Appendix A) and wage information was obtained from the Supplemental Information Sheet (SIS) (see Appendix B). The ECJSS is a standardized survey instrument that measures the perceived job satisfaction on five facets of the scale among early childcare staff (Appendix A). Part I of the ECJSS is categorized into five facets on a 5-point Likert scale that consisted of 10 items each (Appendix A). The five facets are: co-worker relations, supervisor relations, the nature of the work itself, working conditions, and pay and promotion opportunities. In answering the research question, summative score of five facets from the ECJSS, based on the 5 point Likert response with 1 = strongly disagree to 5 = strongly agree, was utilized to measure the job satisfaction level of early childcare staff. Half of the items were reverse coded with 1 = strongly

This author believes that if we are to have a serious hope of ever achieving equal pay and opportunity fully, not the near eighty cents to the male dollar but fully achieve it, we have to all work together. We have to dispel this notion that women aren’t the breadwinners of the family. We have to find ways so that both male and female works, i.e. moms and dads, can both take time off of work equally to take care of family so that we can avoid unequal pay. When we offer promotions to women we should keep pay in mind of course, but also look at ways of which should said female be a single mom, she can take the job and still have a balance to take care of her family. Equal pay affects everything from healthcare, to loan repayment; taking care of and providing for your family, to

In dealing with OWLB and the LT given this author must first explain the literature and its significance on the OWLB. “In the Taking the Measure of Work,” by Fields (2002), this short excerpt from the book details one of the most profound insights when dealing with the OWLB. “For example, work experienced as demanding or not rewarding may increase the chances of work-family strain, whereas work this more rewarding may reduce the

o     Time-based conflict: The challenge of balancing the time demanded by work with family and the other non-work activities.

A mediation analysis was performed using the Hayes approach (2005) causal steps approach. The initial causal variable was Job Satisfaction, the outcome variable was Family Satisfaction and the proposed mediating variable was Work-Family Interference. The analysis revealed that there was a significant relationship between job satisfaction (independent) variable and family satisfaction in the presence of mediator. This showed that there was no reduction in the effect of the relationship between independent and dependent variable in the presence of the mediator so there was no mediating effect here. In the second mediation analysis, the initial causal variable was Family Satisfaction, the outcome variable was Job Satisfaction and the proposed mediating variable was family-work interference. The analysis revealed that there was a significant relationship between family satisfaction (independent) variable and job satisfaction in the presence of mediator. This showed that there was no reduction in the effect of the relationship between family satisfaction and job satisfaction in the presence of the mediator, family-work interference, so there was no mediating effect here.

Supervisor attitudes about employee work/life issues are critical to the success of any work-family initiative and play an integral part of two of the four components of family-friendly workplaces: workplace culture and climate and workplace relationships (see Sloan Work and Family Encyclopedia entries Family-Friendly Workplace and Work-Family Culture). In fact, one might say that supervisor attitudes are hurdles that must be cleared in order for an organization to achieve any level of “family-friendly”.

Heneman and Schwab (1985) defined salary satisfaction as the degree to which employees were satisfied with their current salary. Employees compared the efforts they made with the salary they

To understand the concept of job satisfaction the research has identified two aspects of it, they are, the facets satisfaction and overall satisfaction (Cherrington,1994; Fields, 2002). Individuals can be satisfied or dissatisfied with their overall job (Ironson, Smith, Brannick, Gibson, & Paul, 1989) and with specific job facets, such as the level of pay, promotion opportunities, co-workers, working conditions and supervision, contingent rewards, benefits, nature of work, or communication (Spector, 1997; Locke, 1976; Smith, Kendall & Hulin, 1969). The evidence shows that distinctive job facets such as pay satisfaction, opportunities for promotion, relationships with co-workers and supervisors have significant effects on job satisfaction (Ting, 1997; Ellickson & Logsdon, 2002; Pohlmann; 1999). The overall satisfaction is considered in terms of good salary, compassionate supervisors and co-operative co-workers. Conversely, the job dissatisfaction derives for instance form low pay or incompetent supervisors. Therefore, the feeling of overall satisfaction or dissatisfaction depends on the intensity and frequency of positive and negative experiences with job (Cherrington, 1994; Ironson, Smith, Brannick, Gibson, & Paul,

The term work/life Balance has evolved around the idea of balancing work, life and family responsibilities in 1986 in USA. The concepts of work/life balance, work/family balance, work/life conflict, work/family conflict have gained prominence in the recent years due to the changes in the society and the workplace. The role of male as breadwinner is no longer relevant as more and more women are coming out to work and support the family in the best possible way(Charlesworth et al, Rajadhyaksha and Bhatnagar, 2000). With workplaces becoming more gender balanced (Bardeol et al, 2000), the ‘degendered’ workplace, ‘equally cohabited by men and women’ (Zetlin and Whitehouse, 1998), is exploring Work/life Balance and Work/life Conflict as conditions equally applicable to both men and women.