著者

西田 豊昭

出版者

経営行動科学学会

雑誌

経営行動科学 (ISSN:09145206)

巻号頁・発行日

vol.11, no.2, pp.101-122, 1997-10-20 (Released:2011-01-27)

参考文献数

75

被引用文献数

6 1

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One of the most widely believed axioms of management is that a happy worker is a productive worker. However, most research on the nature of relationships between job satisfaction and job performance has not yielded convincing evidence that such a relationship exists to the degree most managers believe. One reason for this might lie in the way in which job performance is measured. Numerous studies have reported that using Organizational Citizenship Behavior to supplant more traditional measures of job performance may result in more robust relationship between job satisfaction and job performance. Although citizenship behavior has been regarded as an important factor and done as a daily work in Japanese company, little research has focused on it. In this study 71 employees who work for the Japanese company were interviewed and found that the most employees engaged in the citizenship behavior for their selfinterests. And then a questionnaire survey was conducted with 403 subjects who provided self-report answers designed to examine the relationship between citizenship behavior and satisfaction, commitment, and stress. In addition the relationship between citizenship behavior and employees' awareness of evaluation was examined. Results showed support for the relative importance of employees' awareness of evaluation as well as satisfaction. Implications for research on the causes of citizenship are discussed.

著者

西田 豊昭

出版者

経営行動科学学会

雑誌

経営行動科学 (ISSN:09145206)

巻号頁・発行日

vol.13, no.3, pp.137-158, 2000-03-31 (Released:2011-01-27)

参考文献数

39

被引用文献数

2 2

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This study tested a model of the relationship between job satisfaction, organizational commitment, organizational justice, organizational citizenshipbehavior, and work group performance. Most research on the nature ofrelationships between job performance has not yielded convincing evidence thatsuch a relationship exists to the degree most managers believe. One reason forthis might lie in the way in which job performance is measured. Numerousstudies have reported that using organizational citizenship behavior to supplantmore traditional measures of job performance may result in more robustrelationship between job satisfaction and job performance. In this study 2076employees who provided self-report answers designed to examine the relationshipbetween job satisfaction, organizational commitment, organizationaljustice, organizational citizenship behavior, and work group performance.Results from Study supported the hypothesized model but also suggested thatalternative models fit the data well.

著者

西田 豊昭 渡辺 直登

出版者

経営行動科学学会

雑誌

経営行動科学学会年次大会 : 発表論文集

巻号頁・発行日

no.14, pp.483-489, 2011-11-26

著者

西田 豊昭

出版者

経営行動科学学会

雑誌

経営行動科学 (ISSN:09145206)

巻号頁・発行日

vol.11, no.2, pp.101-122, 1997-10-20

被引用文献数

1

---

One of the most widely believed axioms of management is that a happy worker is a productive worker. However, most research on the nature of relationships between job satisfaction and job performance has not yielded convincing evidence that such a relationship exists to the degree most managers believe. 0ne reason for this might lie in the way in which job performance is measured. Numerous studies have reported that using Organizational Citizenship Behavior to supplant more traditional measures of job performance may result in more robust relationship between job satisfaction and job performance. Although citizenship behavior has been regarded as an important factor and done as a daily work in Japanese company, little research has focused on it. ln this study 71 employees who work for the Japanese company were interviewed and found that the most employees engaged in the citizenship behavior for their self-interests. And then a questionnaire survey was conducted with 403 subjects who provided self-report answers designed to examine the relationship between citizenship behavior and satisfaction, commitment, and stress. ln addition the relationship between citizenship behavior and employees' awareness of evaluation was examined. Results showed support for the relative importance of employees' awareness of evaluation as well as satisfaction. Implications for research on the causes of citizenship are discussed.