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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 Scores for all three job satisfaction categories were also positively associated with Job Status, which is also logical when interpreted in relation to Herzberg’s two-factor theory. Individuals of a high job status are more likely to have both Hygiene and Motivator factors fulfilled by their positions as such roles are likely to involve more variety, recognition, and power as well as satisfactory pay/bonuses and better quality physical working conditions (e.g. a personal office). However, age, job tenure and years working full-time were not significantly related to job satisfaction. However, the near-significant contribution of age (as well as Agreeableness) for intrinsic job satisfaction suggests that a larger sample may have produced different results that would be more in line with previous literature (e.g. Davies, Matthews & Wong, 1991; Furnham et al, 2002). As a whole, the results of the current study are in line with previous findings and further validates the contentions proposed by Keller et al (1992) – i.e. work reorganization strategies focused on the alteration of extrinsic factors alone are unlikely to be successful in their intentions to increase job satisfaction/employee motivation without considering the impact of individual differences. There is theoretical support in Lawler’s (1973) Expectancy theory, which ascertains that different employees are likely to place different value on certain rewards, and therefore some incentives will motivate them more than others. In practice, this line of thought is adopted in cafeteria-style rewards systems introduced by large organisations (Furnham, 2002). For example, PriceWaterhouseCoopers runs a benefits scheme named ‘Choices’ (source: www.pwc.com), which offers incentives including discounts on flight tickets, childcare vouchers and sabbatical programmes. Such schemes seem to appreciate the role of individual differences in the value placed upon certain rewards (e.g. the priorities of parents’ are likely to differ from those of graduates), and illustrates that some organizations are acknowledging motivation research and applying aspects to the design of reward systems. The results of the current study have demonstrated that the influence of demographic variables should not be underestimated. Whilst age has not consistently shown to contribute to work attitudes (Furnham et al, 2002), the current study suggests that aspects such as job tenure and number of years working full-time can be influential. Future avenues of research could involve the further investigation of demographic variables and their impact upon motivation and satisfaction; these could include education level and socio-economic status. Through the exploration of such variables, organizations may be in a better position to understand what variables impact upon motivation and job satisfaction, which could in turn inform businesses’ how to be more successful in their attempts to influence work attitudes through selection processes and interventions. However it is important to note that this was a correlational study and that causality cannot be inferred. Though it is unlikely that jobs change people’s temperaments they may well change their attitudes and beliefs. Only longitudinal behavioural studies can really answer questions of causality. One obvious issue in this study and those related to it (Furnham et al. 1999, 2002, 2005) is how relatively little variance personality factors account for when examining both motivation and satisfaction. As tables 4 and 5 illustrate personality, demographic and work factors only accounted for 9 – 15% of the variance. This begs the obvious and important question as to what accounts for the remaining 80 – 90% of the variance in these two very important factors at work. This investigation may have benefited from a more representative sample of the workforce. While there was a wide range of ages, the majority of participants were below 40, and thus it would be of interest to see whether similar results would be gained from a quota sample consisting of a set number of participants for each age/job status/job tenure bracket. It should be noted that the use of an Internet survey allowed a large number of participants to be acquired COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 468
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 with ease, however a lack of familiarity with the internet may have prevented some individuals’ from participating in the study – indeed, only individuals with email access were able to receive the request to take part. Another methodological concern of the current study is that of common method variance that arises from the use of self-report questionnaires. Future studies could tackle this issue by administering personality inventories at different time periods or perhaps use a behaviour rated scale. To conclude, this study demonstrates that personality and demographic variables can be significantly related to both Job satisfaction and Motivation as defined by Herzberg et al’s (1959) two-factor theory. These results further validate the contention that work attitudes are not the product of situational factors alone, and that both literature and organisations should further investigate the variables that contribute to these values with the intention of increasing job satisfaction and performance, through effective selection methods and pervasive job interventions. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 469
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