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    Job demands, job control, psychological climate, and job satisfaction: a cognitive dissonance perspective

    Karanika-Murray, M. and Michaelides, George and Wood, S. (2017) Job demands, job control, psychological climate, and job satisfaction: a cognitive dissonance perspective. Journal of Organizational Effectiveness: People and Performance 4 (3), pp. 238-255. ISSN 2051-6614.

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    Abstract

    Purpose: Research into job design and employee outcomes has tended to examine job design in isolation of the wider organizational context, leading to calls to attend to the context in which work is embedded. This study examines the effects of the interaction between job design and psychological climate on job satisfaction. Design/approach: Cognitive Dissonance Theory was used to explore the nature of this relationship and its effect on job satisfaction. We hypothesized that psychological climate (autonomy, competence, relatedness dimensions) augments favourable perceptions of job demands and control when there is consistency between them (augmentation effect) and compensates for unfavourable perceptions when they are inconsistent (compensation effect). Findings: Analysis of data from 3,587 individuals partially supported the hypotheses. Compensation effects were observed for job demands under a high autonomy and competence climate and for job control under a low competence climate. Augmentation effects were observed for job demands under a high relatedness climate. Research implications: Psychological climate has the power to enhance or reduce the effects of job design and this may extend to other outcomes such as performance and commitment. Practical implications: Well-designed and high-quality jobs should take into account the effects of psychological climate on employee outcomes. Originality/value: This study has offered a way to bridge the job design and psychological climate fields and demonstrated that the call for more attention to the context in which jobs are embedded is worth heeding

    Metadata

    Item Type: Article
    School: Birkbeck Schools and Departments > School of Business, Economics & Informatics > Organizational Psychology
    Depositing User: George Michaelides
    Date Deposited: 17 May 2017 14:04
    Last Modified: 27 Jul 2019 15:29
    URI: http://eprints.bbk.ac.uk/id/eprint/18730

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