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Does the relationship between job satisfaction and job performance depend on culture?
The job satisfaction-task performance relationship is stronger in individualistic, low-power-distance, and masculine cultures, aligning with hypotheses. However, cultural dimensions showed minimal moderating effects on contextual performance (e.g., organizational citizenship behaviors), possibly due to culturally biased measurement tools or weaker normative pressures on extra-role behaviors. The study underscores the need for culturally adapted performance metrics and further research on macro-level moderators. It reaffirms the universality of the satisfaction-performance link while highlighting culture’s nuanced role in shaping its strength, offering insights for global management practices.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| AMP2401 | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Briarcliff Manor, NY: Academy of Management 2010 |
|---|---|
| Edisi | Vol. 24, No. 1, February 2010 |
| Subjek | Job satisfaction Job performance Organizational behavior Cultural dimensions hofstede’s framework |
| ISBN/ISSN | 15589080 |
| Klasifikasi | NONE |
| Deskripsi Fisik | 2 p. |
| Info Detail Spesifik | Academy of Management Perspectives |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |