Abstract
Job satisfaction is an important predictor of job switching. Knowledge of the predictors of job satisfaction offers business owners and management staff the ability to shape the work environment so that the most valuable, loyal, and experienced employees can be retained in the company. The objective of this project is to test a model of job satisfaction based on person-organization fit (P-O fit), perceived organizational support (POS), and perceived supervisor support (PSS). The study examines whether PSS directly relates to employee job satisfaction or whether P-O fit or POS mediate in this relationship. Additionally, it is examined whether POS is a moderating variable between P-O fit and job satisfaction. The study was conducted using a sample 484 employees of a company in the IT sector. It turns out that POS, and P-O fit to the organization are variables that act as partial mediator between PSS and job satisfaction. The relationship between PSS and POS is both direct and indirect. P-O fit is a partial mediator of this relationship, while POS is both a partial mediator and a moderator between P-O fit and job satisfaction. Among employees who POS to be high, consistency between an employee’s and the organization’s values is indirectly connected with job satisfaction, whereas among employees who POS to be low, this relationship is both direct and indirect. In their operations, employers should focus on shaping managers’ attitudes towards their subordinates in an appropriate direction, as managers significantly influence employees’ perceived organizational support and job satisfaction.
Highlights
Following introduction of this variable, job seniority was found to be directly related to perceived organizational support, supervisor support, and person-organization fit and only partially related to job satisfaction, as reflected in the final model
Based on the results described above, it may be stated that organizational support is a partial mediator and a moderator of the correlation between fit with an organization’s values and job satisfaction
The direction of the correlation between both variables turned out to be consistent with the results of other research, indicating that perceived supervisor support is a source of perceived organizational support (Hutchison, 1997; Kottke & Sharafinski, 1988; Rhoades et al, 2001; Yoon et al, 1996; Yoon & Lim, 1999)
Summary
Job satisfaction is among the most commonly discussed phenomena in the psychology of business and human resource management, attesting to the importance it. Portoghese, Penna, Battistelli, & Saiani, 2011; Harris, Harris, & Harvey, 2007), supervisor support (Podsakoff, MacKenzie, & Bommer, 1996; Schaubroeck & Fink, 1998), and person-organization fit (Iplik, Kilic, & Yalcin, 2011; Narayanan & Sekar, 2009) are important elements of job satisfaction. The aim of this article is to verify the model of job satisfaction on the basis of such organizational variables as supervisor and organizational support, personorganization fit, and the mutual relations among them. Knowledge of the organizational conditioning of job satisfaction carries significant practical value, as it offers employers a means of positively shaping job satisfaction and retaining the most valuable employees
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