Abstract
This study contributes to the organizational sustainability literature by exploring a methodology for defining and making the notion of employee flourishing at work operational. It applies stochastic frontier methods on British longitudinal data to estimate the maximum job satisfaction that employees can achieve should they utilize their resources efficiently. It offers a new perspective on the notion of social comparisons and extends the literature by demonstrating the scope for organizational intervention in the context of commonly assumed, time invariant variables, which are often thought to be beyond interventionist possibilities. Findings suggest that many British employees fail to reach their job satisfaction potential, reporting satisfaction scores below those of their peers with similar resource endowments. This inefficiency correlates strongly with personality traits. Implications for organizational sustainability policy and practice are discussed.
Highlights
Sustainability: A Resource EfficiencyOrganizations retain a seemingly endless desire to ascertain whether their employees are satisfied with their job
The analytical aim in this study explores the following two research questions: Q1: Do many British employees report job satisfaction scores that are systematically lower than those of their most satisfied peers, based on similar resource endowments and characteristics?
This study looks for evidence about whether employees reach their job satisfaction potential in a longitudinal sample of 24,168 salaried employees in Britain, between 18 and 65 years of age, who were interviewed yearly over the period 1992–2012
Summary
Organizations retain a seemingly endless desire to ascertain whether their employees are satisfied with their job. Behavioral science-based attitude testing amongst employees commenced in earnest during the 1920s. The popularity of these attitudinal measures fluctuated over time, they have become an established instrument of organizations and development consultants who advise them. They remain in use today and continue to inform organizations about the impact of their initiatives and behaviors on employees’ morale and job satisfaction
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