VALIDATION OF THE SATISFACTION WITH WORK SCALE We validated the Satisfaction with Work Scale (SWWS) in four samples of workers in both English and French. Confirmatory factor analysis yielded a one-factor structure, which was shown invariant across languages and samples. The SWWS was positively related to inclusion of work in the self and negatively related to turnover intentions. The organizational behavior literature abounds with job satisfaction measures. The most popular ones are multidimensional, generally long, and use non-conventional formats that complicate modern statistical analyses. Many unidimensional instruments are single-item measures, which lack reliability and validity. Despite the large number of existing measures, none of the popular, well-validated measures capture people's cognitive evaluations of how their work brings them well-being. We adapted Diener, Emmons, Larsen, and Griffin's (1985) Satisfaction with Life Scale to the work context to obtain a short global work satisfaction measure, the Satisfaction with Work Scale (SWWS). This instrument differs from the most popular global job satisfaction scales because it focuses on the cognitive appraisal of a person's work situation, or a person's well-being in the work context. Work is an important life domain that has an impact on one's overall well-being (Vallerand, 1997). Kahneman (2006) found that work is the life domain in which Americans and French citizens report the lowest levels of well-being. In light of the need for research on mental health in the workplace (Kelloway & Day, 2005; McDaid, Curran, & Knapp, 2005; Turner, Barling, & Zacharatos, 2002), this new measure will be a useful indicator of work-related mental health. In addition, given the growing trend towards non-traditional work arrangements such as contract work and protean careers (Arthur, Khapova, & Wilderom, 2005; Hall & Moss, 1998), work satisfaction is highly relevant as it can be assessed within a particular organizational context, but also be used as a measure of one's satisfaction with a particular job or career. Therefore, we need an instrument that considers satisfaction with work rather than job satisfaction, which may be more appropriate for more stable, traditional jobs. We first review the most popular measures of job satisfaction and indicate their strengths and weaknesses. We then present the SWWS and demonstrate its reliability and validity.
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In an environment of tension and division of labor such as Healthcare Services, the performance of employees is one of the most basic challenges. The reason is that performance as a phenomenon is closely related to aspects of effectiveness, knowledge management and quality from one side and to management, financing and development of the organization from the other. Especially for doctors and nurses performance issues are inextricably linked to patient safety. The international literature shows that a large number of factors influence employee performance such as satisfaction from the profession, work environment, compensation policies, etc. In this work we try to analyze the relationship between job satisfaction and job performance. The analysis takes place in the National Centre of Public Administration and Local Government during the training process, where a questioner with 7-Likert scale is distributed to 246 personnel (nurses). The analysis is taking place between job satisfaction parameters versus self-job performance parameters. Principal components analysis suggests that for job satisfaction the most important parameters are (based on their weights): satisfaction from manager (weight=0.703), satisfaction form manager administration (weight=0.732), satisfaction of ways of working (weight=0.657), satisfaction of recognition (weight=0.627), satisfactory of working hours (weight=0.695) and satisfactory of working security (weight=0.707). For the self-job performance most important parameters are (based on their weights): self-satisfaction of quantity of work (weight=0.896), self-satisfaction of productivity (weight=0.878), self-satisfaction of initiatives (weight=0.794), self-satisfaction of working targets (weight=0.766), and self-satisfaction of quality improvements (weight=0.792).
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Employee Assistance Quarterly
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Revista Caribeña de Psicología
This research aimed to develop and validate an instrument to measure job satisfaction in general. A total of 1,491 employed people who worked at least 20 hours per week and were 21 years of age or older participated in the study. The Job Satisfaction Brief Scale was developed with a total of eight items. Several exploratory factor analyses and several confirmatory factor analyses were performed using structural equation modeling to examine the scale's internal structure. The final version of the scale was composed of four items for which Cronbach's alpha and McDonald's omega coefficients were examined and fluctuated between .77 to .78. The results of the factor analyses, especially the confirmatory one, support the one-dimensional internal structure. The new scale appears to be invariance among gender, age, job position, and type of organization. In this way, the results provide evidence of the validity and reliability of the instrument created to measure job satisfactio.
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Employee Assistance Quarterly
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British Journal of Health Psychology
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