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Job Satisfaction: Application, Assessment, Causes,

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Author: Paul E. Spector

Pub. Date: 2012
Product: Sage Academic Books
DOI: https://doi.org/10.4135/9781452231549
Keywords: job satisfaction, satisfaction, organizational citizenship behavior, job characteristics, emotional
burnout, burnout, job performance
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Disciplines: Human Resource Management (general), Human Resource Management, Business &
Management
Access Date: February 25, 2025
Publisher: SAGE Publications, Inc.
City: Thousand Oaks
Online ISBN: 9781452231549

© 2012 SAGE Publications, Inc. All Rights Reserved.

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Front Matter

• Advanced Topics in Organizational Behavior

• Copyright
• Preface

Chapters

Chapter 1: The Nature of Job Satisfaction

What is Job Satisfaction?
Chapter 2: The Assessment of Job Satisfaction
The Job Satisfaction Survey (JSS)
The Job Descriptive Index (JDI)
The Minnesota Satisfaction Questionnaire (MSQ)
The Job Diagnostic Survey (JDS)
The Job in General Scale (JIG)
Michigan Organizational Assessment Questionnaire Subscale
Developing or Modifying a Satisfaction Scale
Procedure for Scale Development
Chapter 3: How People Feel about Work
Cultural and Demographic Differences in Job Satisfaction
Chapter 4: Antecedents of Job Satisfaction
Environmental Antecedents of Job Satisfaction
Personal Antecedents of Job Satisfaction
Chapter 5: Potential Effects of Job Satisfaction
Job Performance
Organizational Citizenship Behavior (OCB)
Withdrawal Behavior
Burnout
Physical Health and Psychological Well-Being
Counterproductive Behavior
Life Satisfaction
Chapter 6: Concluding Remarks

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Back Matter

• Appendix: The Job Satisfaction Survey

• References
• Author Index
• About the Author

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Advanced Topics in Organizational Behavior

The Advanced Topics in Organizational Behavior series examines current and emerging issues in the field
of organizational behavior. Written by researchers who are widely acknowledged subject area experts, the
books provide an authoritative, up-to-date review of the conceptual, research, and practical implications of
the major issues in organizational behavior.

Editors: Julian Barling, Queen's University

Kevin Kelloway, University of Guelph

Editorial Board: Victor M. Catano, Saint Mary's University

Cary L. Cooper, University of Manchester Institute of Science and Technology

Daniel G. Gallagher, James Madison University

Jean Hartley, University of Warwick

Denise Rousseau, Carnegie-Mellon University

Paul Spector, University of South Florida

Lois E. Tetrick, University of Houston

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Copyright

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Copyright © 1997 by Sage Publications, Inc.

All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic
or mechanical, including photocopying, recording, or by any information storage and retrieval system, without
permission in writing from the publisher.

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Library of Congress Cataloging-in-Publication Data

Spector, Paul E.

Job satisfaction: Application, assessment, causes, and consequences / author, Paul E. Spector.

p. cm.—(Advanced topics in organizational behavior)

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Includes bibliographical references and index.

ISBN 0-7619-8922-6 (acid-free paper).—ISBN 0-7619-8923-4 (pbk.: acid-free paper)

1. Job satisfaction. I. Title. II. Series.

HF5549.5.J63S635 1997

158.7-dc21

97-4598

98 99 00 01 02 03 10 9 8 7 6 5 4 3 2

Acquiring Editor: Marquita Flemming

Editorial Assistant: Frances Borghi

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Production Assistant: Denise Santoyo

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Print Buyer: Anna Chin

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Preface

Job satisfaction is the degree to which people like their jobs. Some people enjoy work and find it to be a
central part of life. Others hate to work and do so only because they must. The study of the causes and
consequences of these important employee attitudes is one of the major domains of industrial-organizational
psychology and organizational behavior. More studies have been done to understand job satisfaction than for
any other variable in organizations. In addition, the assessment of employee attitudes such as job satisfaction
has become a common activity in organizations in which management is concerned with the physical and
psychological well-being of people.

This book will provide an overview of the vast job satisfaction research literature. It covers the assessment,
causes, consequences, and nature of this important variable. Although the primary focus is on the findings
and theories from the organizational behavior literature, we will also pay some attention to applications
conducted within organizations to improve efficiency and the quality of working life. Job satisfaction is
associated with many important behaviors and outcomes for employees that have implications for
organizational and personal well-being.

This book is intended to be an introduction to the field of job satisfaction. By necessity, it provides only
an overview of the major issues and research findings, for a detailed treatment of this topic would require
several volumes. The reader is assumed to have some background in industrial-organizational psychology
or organizational behavior. Some familiarity with basic research methodology would be helpful. Although the
book is not particularly technical, there are a few statistical terms used, such as the correlation coefficient.

This book is organized into six chapters. Chapter 1 discusses the nature of job satisfaction, including what it is
and why it is an important topic for concern in organizations. The assessment of job satisfaction is the topic of
Chapter 2. Both the development of new scales and use of existing scales are covered. Chapter 3 focuses on
how people feel about work. Included will be findings on job satisfaction differences for various demographic
groups, as well as cross-country comparisons. Job satisfaction causes are covered in Chapter 4, including
both organizational environment and personal factors. Potential effects of job satisfaction on employees and
thereby on their organizations are discussed in Chapter 5. Potential effects range from the physical and
psychological well-being of employees to job performance and withdrawal. Finally, Chapter 6 mentions how
organizations might measure job satisfaction and respond constructively to employee concerns.

No one writes a book such as this one without the assistance of others. I would like to thank Steve M. Jex
and the series editors Julian Barling and Kevin Kelloway for their helpful comments and suggestions on the

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initial draft of this book.

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The Nature of Job Satisfaction

Every year, IBM conducts opinion surveys to find out among other things how employees feel about their jobs.
Managers at IBM are very concerned about the job satisfaction of employees. It is seen as one factor that
is important for business effectiveness. The high level of employee job satisfaction at IBM contributes to low
employee turnover and the outstanding company reputation. IBM is seen as a good employer, which helps it
attract high-quality job applicants to fill its positions.

Job satisfaction is a topic of wide interest to both people who work in organizations and people who study
them. In fact, it is the most frequently studied variable in organizational behavior research. It is a central vari-
able in both research and theory of organizational phenomena ranging from job design to supervision. Liter-
ally thousands of job satisfaction studies can be found in the journals of organizational behavior and related
fields.

There are important reasons why we should be concerned with job satisfaction, which can be classified ac-
cording to the focus on the employee or the organization. First, the humanitarian perspective is that people
deserve to be treated fairly and with respect. Job satisfaction is to some extent a reflection of good treatment.
It also can be considered an indicator of emotional well-being or psychological health. Second, the utilitarian
perspective is that job satisfaction can lead to behavior by employees that affects organizational functioning.
As we will see later in this book, there are important implications of employee feelings, which can lead to both
positive and negative behaviors. Furthermore, job satisfaction can be a reflection of organizational function-
ing. Differences among organizational units in job satisfaction can be diagnostic of potential trouble spots.
Each reason is sufficient to justify concern with job satisfaction. Combined they explain and justify the atten-
tion that is paid to this important variable.

Managers in many organizations, such as IBM, share the concerns of researchers for the job satisfaction of
employees. The assessment of job satisfaction is a common activity in many organizations where manage-
ment feels that employee well-being is important. The motives can be for humanitarian and/or pragmatic rea-
sons, but employee job satisfaction is an important goal. In the rest of this book, we will discuss factors that
influence job satisfaction and ramifications of this variable for employees and organizations.

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What is Job Satisfaction?

Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent
to which people like (satisfaction) or dislike (dissatisfaction) their jobs. As it is generally assessed, job satis-
faction is an attitudinal variable. In the past, job satisfaction was approached by some researchers from the
perspective of need fulfillment—that is, whether or not the job met the employee's physical and psychological
needs for the things provided by work, such as pay (e.g., Porter, 1962; Wolf, 1970). However, this approach
has been de-emphasized because today most researchers tend to focus attention on cognitive processes
rather than on underlying needs. The attitudinal perspective has become the predominant one in the study of
job satisfaction.

Job satisfaction can be considered as a global feeling about the job or as a related constellation of attitudes
about various aspects or facets of the job. The global approach is used when the overall or bottom line attitude
is of interest, for example, if one wishes to determine the effects of people liking or disliking their jobs. Most
of the research we will discuss assessed global job satisfaction in relation to other variables of interest. The
facet approach is used to find out which parts of the job produce satisfaction or dissatisfaction. This can be
very useful for organizations that wish to identify areas of dissatisfaction that they can improve. Sometimes
both approaches can be used to get a complete picture of employee job satisfaction.

TABLE 1.1 Common Job Satisfaction Facets

Appreciation

Communication

Coworkers

Fringe benefits

Job conditions

Nature of the work itself

Organization itself

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Organization's policies and procedures

Pay

Personal growth

Promotion opportunities

Recognition

Security

Supervision

A job satisfaction facet can be concerned with any aspect or part of a job. Facets frequently assessed include
rewards such as pay or fringe benefits, other people such as coworkers or supervisors, the nature of the work
itself, and the organization itself. Table 1.1 contains facets that can be found in some of the most popular
job satisfaction instruments, which will be discussed in the next chapter. Sometimes organizations will be in-
terested in very specific facets not found in an existing scale, such as satisfaction with particular policies or
practices unique to that organization.

The facet approach can provide a more complete picture of a person's job satisfaction than the global ap-
proach. An employee can have very different feelings about the various facets. He or she might like cowork-
ers and dislike pay, a common pattern for Americans. As we will see in Chapter 3, however, patterns can be
different in other countries.

Not only do people differ in their satisfaction across facets, but the facets are only modestly related to one
another. Table 1.2 contains intercorrelations among the nine facets of the Job Satisfaction Survey or JSS
(Spector, 1985), which is one of the many existing scales. As can be seen, the correlations among the facets
tend to be rather small. This pattern of results is convincing evidence that people have distinctly different feel-
ings about the various facets of the job. They tend not to have global feelings that produce the same level of
satisfaction with every job aspect.

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TABLE 1.2 Intercorrelations Among JSS Subscales

There has been a lot of work conducted to determine the underlying structure of job satisfaction facets. Most
studies have used complex statistics (e.g., factor analysis) to reduce people's responses to a large number of
facets to a smaller number of underlying dimensions of job satisfaction. These studies, summarized by Locke
(1976), have suggested several structures. They clearly separate facets into the four areas noted earlier: re-
wards, other people, nature of the work, and organizational context. The intercorrelations among the facets in
Table 1.2 are consistent with this structure in that facets correlate more strongly with other facets in their area
than facets not in their area. For example, the reward facets of fringe benefits and pay correlate more strongly
with one another than with the organizational context facets of communication or operating procedures.

• job satisfaction
• satisfaction
• fringe benefits
• staff
• rewards
• pay
• organizations

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https://doi.org/10.4135/9781452231549

Appendix: The Job Satisfaction Survey

Note: The purchaser of this book is given license to use and modify the Job Satisfaction Survey (JSS) for
noncommercial academic and research purposes. This license does not allow the purchaser to sell the JSS
alone or as part of a consulting package.

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217–227.

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Author Index

• Abraham, L. M., 49, 51, 77

• Akerstedt, T., 48, 77
• Alexander, R. A., 15, 87
• Arvey, R. D., 15, 16, 49, 51, 77, 87
• Ashford, S. J., 66, 82
• Ashforth, B. E., 66, 82
• Baba, V. V., 48, 81
• Bacharach, S. B., 66, 77
• Balzer, W. K., 15, 77
• Bamberger, P., 66, 77
• Bamforth, K. W., 73, 86
• Barling, J., viii, 6, 41, 49, 67, 77, 78, 86
• Barton, J., 48, 77
• Beatty, C.A., 41, 77
• Becker, T. E., 58, 77
• Bedeian, A. G., 25, 40, 78
• Beehr, T. A., 43, 44, 45, 50, 66, 80, 81, 83
• Begley, T. M., 66, 78
• Bell, N. E., 50, 52, 86
• Ben-Avi, I., 37, 83
• Billings, R. S., 58, 77
• Blau, G., 63, 78
• Blood, M.R., 31, 81
• Bluedorn, A. C., 62, 78
• Bluen, S. D., 67, 78
• Bobko, P., 66, 82
• Bouchard, T. J., 49, 51, 77
• Boudreau, J. W., 70, 81
• Bowers, D. G., 73, 78
• Brannick, M. T., 7, 18, 81
• Breaugh, J. A., 47, 78
• Bretz, R. D., Jr., 70, 81
• Brief, A. P., 52, 67, 78

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• Brown, E. M., 15, 77

• Brush, D. H., 25, 28, 29, 78
• Buffum, W. E., 14, 78
• Burke, B. G., 40, 78
• Burke, M. J., 52, 67, 78
• Burns, W., 67, 78
• Caldwell, D. F., 56, 78
• Cammann, C., 7, 19, 78
• Campion, M. A., 34, 78
• Carsten, J. M., 63, 78
• Cartwright, S., 42, 78
• Cavender, J. W., 56, 84
• Cervinka, R., 48, 82
• Chao, G. T., 73, 82
• Chen, P. Y., 68, 78
• Clark. A., 25, 78
• Clausen, J. A., 50, 52, 86
• Clegg, C. W., 36, 86
• Conley, S., 66, 77
• Cook, J. D., 7, 14, 15, 78
• Cooper, C. L., 40, 42, 77, 78, 79, 82, 85, 86
• Corbett, J. M., 36, 86
• Cordes, C. L., 66, 79
• Couch, M. A., 15, 87
• Coyle, B. W., 15, 84
• Crampton, S. M., 62, 79
• Cropanzano, R., 52, 79
• Czajka, J. M., 66, 78
• Dachler, H. P., 50, 84
• Dalton, D. R., 60, 79
• Davis-Blake, A., 50, 79
• Dawis, R. V., 7, 15, 16, 87
• DeVellis, R. F., 20, 79
• Dewhirst, H. D., 15, 16, 77, 87
• Dougherty, T. W., 66, 79
• Dunham, R. B., 47, 84
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• Dunnette, M. D., 82
• Dwyer, D. J., 6, 19, 38, 43, 45, 66, 67, 79, 85
• Eberhardt, B. J., 49, 79
• Edwards, J. E., 73, 83
• Edwards, J. R., 53, 79
• England, G. W., 7, 15, 16, 87
• Erenkrantz, B., 38, 83
• Farh, J., 58, 79
• Farrell, D., 59, 62, 79
• Feldman, D. C., 49, 79
• Ferris, G. R., 25, 34, 36, 78, 79
• Fetter, R., 57, 82
• Fichman, M., 7, 19, 78
• Fitzgerald, M. P., 34, 53, 82
• Fletcher, B. C., 45, 79
• Folger, R., 52, 53, 67, 86
• Folkard, S., 48, 77
• Fox, M. L., 43, 45, 52, 66, 67, 70, 79, 84
• Francis, G., 73, 83
• Frank, B., 38, 83
• Frankenhaeuser, M., 44, 79
• Freibach, N., 46, 82
• Frese, M., 36, 79
• Fried, Y. 34, 36, 79
• Frone, M. R., 40, 84
• Gallagher, D. G., 49, 77
• Ganster, D. C., 36, 41, 43, 45, 52, 53, 66, 67, 70, 79, 84, 86
• Gardell, B., 43, 81
• Gardiner, C. C., 15, 85
• Gavin, M. B., 53, 87
• George, J. M., 52, 67, 78
• Gerhart, B., 50, 63, 79, 80
• Giacalone, R. A., 85
• Gibson, W. M., 7, 18, 81
• Gilbert, L., 40, 80
• Gillet, B., 16, 80
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• Glick, W., 36, 84

• Glick, W. H., 6, 37, 80
• Goff, S. J., 60, 80
• Granrose, C. S., 40, 41, 83
• Green, M. S., 37, 83
• Greenawalt, J. P., 15, 87
• Greenberg, J., 68, 73, 80, 85
• Greenhaus, J. H., 28, 29, 40, 41, 80, 83
• Griffeth, R. W., 26, 36, 62, 80, 83
• Griffin, R. W., 36, 37, 80
• Gudanowski, D. M., 19, 38, 54, 66, 81
• Guion, R. M., 59, 80
• Gupta, N., 6, 37, 50, 59, 65, 80, 83
• Haccoun, R. R., 60, 80
• Hachiya, D., 62, 81
• Hackett, R. D., 59, 80
• Hackman, J. R., 7, 11, 17, 31, 32, 33, 34, 36, 53, 80, 82
• Haldeman, J., 73, 83
• Hall, J. K., 40, 80
• Hamilton, R. F., 25, 87
• Hammer, T. H., 60, 80
• Hanada, M… 26, 82
• Hand, H. H., 62, 83
• Harrison, D. A., 62, 80
• Hedlund, J., 73, 82
• Hepworth, S. J., 7, 14, 15, 78
• Herzberg, F., 31, 80
• Holahan, C., 40, 80
• Horn, P. W., 26, 80
• Hugick, L., 23, 24, 40, 41, 69, 81
• Hulin, C. L., 7, 11, 12, 31, 62, 81, 85
• Hurrell, J. J., Jr., 44, 85
• Iaffaldano, M. T., 56, 81
• Ironson, G. H., 7, 18, 81
• Jackofsky, E. F., 49, 81
• Jackson, P. R., 36, 86
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• Jackson, S. E., 39, 66, 81, 82

• Jacobs, R., 56, 81
• Jamal, M., 43, 48, 81
• James, K., 52, 79
• Jamison R. L., 60, 80
• Jeanrie, C., 60, 80
• Jenkins, D., 7, 19, 78
• Jenkins, G. D., Jr., 6, 37, 50, 59, 65, 80, 83
• Jex, S. M., viii, 6, 19, 37, 38, 43, 44, 45, 54, 66, 67, 81, 85, 86
• Johansson, G., 44, 67, 79, 81
• Johns, G., 62, 83
• Jones, F., 45, 79
• Judge, T. A., 51, 52, 65, 70, 81
• Kacmar, K. M., 25, 78
• Kahn, R. L., 39, 81
• Karasek, R. A., Jr., 43, 45, 81
• Katz, D., 39, 81
• Kaufman, S., 36, 82
• Keenan, A., 38, 50, 68, 81, 83
• Keller, R. T., 34, 85
• Kelloway, E. K., viii
• Kemmerer, B. E., 52, 53, 84
• Kendall, L. M., 7, 11, 12, 85
• Kim, J. S., 36, 82
• Klesh, J., 7, 19, 78
• Kohler, S. S., 60, 62, 82
• Roller, M., 48, 82
• Konick, A., 14, 78
• Konovsky, M., 57, 58, 83
• Konovsky, M. A., 52, 79
• Kozlowski, S. W. J., 73, 82
• Krausz, M., 46, 82
• Kravitz, D. E., 15, 77
• Kristof, A. L., 30, 82
• Kundi, M., 48, 82
• Lammond, D., 27, 82
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• Lance, C. E., 70, 82

• Landau, J., 60, 80
• Landau, M. J., 15, 85
• Lane I. M., 70, 84
• Latham, L. L., 68, 83
• Lautenschlager, G. J., 70, 82
• Lawler, E. E., III, 36, 82
• Lee, C., 66, 82
• Lee, R. T., 66, 82
• Lefcourt, H. M., 83
• Leonard, J., 23, 24, 40, 41, 69, 81
• Lewis, S. N., 40, 82
• Lincoln, J. R., 26, 82
• Lindell, J., 43, 81
• Locke, E. A., 4, 71, 82
• Lofquist, L. H., 7, 15, 16, 87
• Loner, B. T., 34, 53, 82
• Lovell, S. E., 15, 77
• Luz, J., 37, 83
• MacEwen, K. E., 6, 77
• MacKenzie, S. B., 57, 82
• Marion-Landais, C. A., 26, 27, 82
• Martin, J. K., 29, 86
• Martin, R., 31, 36, 86
• Martocchio, J. J., 62, 82
• Maslach, C., 66, 82
• Mathieu, J. E., 60, 62, 82
• Mausner, B., 31, 80
• McClelland, C. L., 34, 78
• McFarlin, D. B., 40, 42, 84
• McGee, G. W., 56, 84
• McNeely, B. L., 58, 83
• Meglino, B. M., 58, 62, 83
• Melamed, S., 37, 83
• Mesch, D. J., 60, 79
• Meyer, J. P., 63, 86
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• Miller, H. E., 49, 83

• Misumi, J., 26, 85
• Mitra, A., 59, 65, 83
• Mobley, W. H., 62, 83
• Moch, M. K., 25, 28, 29, 78
• Moeller, N. L., 34, 53, 82
• Moffett, R. G., 40, 78
• Mount, M. K., 60, 80
• Moyle, P., 52, 53, 54, 83
• Muchinsky, P. M., 56, 81
• Munene, J. C. 58, 83
• Murphy, R. K., Jr. 44, 85
• Near, P. J., 57, 85
• Neuman, G. A., 73, 83
• Newstrom, J. W., 46, 84
• Newton, L. A., 63, 85
• Newton, T. J., 38, 50, 68, 81, 83
• Nicholson, N., 62, 83
• Noe, R. A., 34, 53, 82
• Nunnally, J. C., 11, 83
• Nye, L. G., 28, 87
• O'Brien, G. E., 51, 83
• O'Connell, B. J., 43, 52, 86
• O'Connor, E. J., 38, 83, 84
• O'Driscoll, M. P., 66, 83
• O'Reilly III, C. A., 56, 78
• Oldham, G. R., 7, 11, 17, 31, 32, 33, 34, 53, 80
• Olson, J., 26, 82
• Organ, D. W., 57, 58, 79, 83, 85
• Orpen, C., 36, 83
• Oswald, A., 25, 78
• Palmore, E., 66, 83
• Parasuraman, S., 28, 29, 40, 41, 80, 83
• Pasmore, W., 73, 83
• Paul, K. B., 7, 15, 18, 77, 81
• Payne, R., 42, 79, 86
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• Pennebaker, J. W., 52, 53, 67, 86

• Perlow, R., 68, 83
• Peters, L.H., 38, 49, 81, 83, 84
• Petty, M. M., 56, 84
• Pfeffer, J., 37, 50, 79, 84
• Phillips, S. M., 42, 84
• Pierce, J. L., 46, 47, 84
• Podsakoff, P. M., 57, 58, 79, 82
• Pooyan, A., 25, 28, 29, 38, 78, 83
• Porter, L. W., 2, 84
• Powers, K. J., 15, 85
• Primps, S. B., 47, 84
• Raggatt, P. T., 47, 84
• Rain, J. S., 70, 84
• Raju, N. S., 73, 83
• Ralston, D. A., 46, 84
• Rauschenberger, J., 15, 84
• Reilly, B. A., 15, 77
• Reilly, C. E., 15, 77
• Rhodes, S., 59, 86
• Rice, R. W., 40, 42, 84
• Roberts, K. H., 36, 84
• Robertson, I. T., 77, 79, 82, 85, 86
• Robinson, B., 52, 67, 78
• Roethlisberger, F. J., 50, 84
• Ronen, S., 47, 84
• Ross, J., 50, 86
• Rotter, J. B., 52, 84
• Roznowski, M., 14, 62, 81, 84
• Rudolf, C. J., 38, 83, 84
• Ryan, K., 58, 83
• Salancik, G. R., 37, 84
• Salvendy, G., 81, 85
• Sargent, L., 52, 84
• Scandura, T. A., 15, 85
• Schaubroeck, J., 52, 53, 67, 70, 84
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• Schmitt, N., 15, 84

• Schnacke, M., 57, 84
• Schneider, B., 50, 84
• Schriesheim, C. A., 15, 85
• Schuler, R. S., 39, 81
• Schwab, D. P., 16, 80
• Scott, K. D., 59, 85
• Segal, N. L., 49, 51, 77
• Shaffer, M. A., 62, 80
• Shani, A., 73, 83
• Shani, A. B., 49, 79
• Shirom, A., 66, 85
• Shore, L. M., 63, 85
• Sims, H. P., Jr., 34, 85
• Sloan, C. E., 70, 82
• Slocum, J. W., Jr., 26, 85
• Smith, C. A., 57, 85
• Smith, E. M., 73, 82
• Smith, M. J., 44, 81, 85
• Smith, P. B., 26, 85
• Smith, P. C., 7, 11, 12, 14, 15, 18, 77, 81, 85
• Snyderman, B., 31, 80
• Solomon, T., 56, 81
• Spector, P. E., 4, 6, 7, 8, 11, 18, 19, 20, 25, 26, 27, 36, 37, 38, 42, 43, 44, 51, 52, 63, 67, 68, 75, 78,
85, 86, 87
• Stamm, C. L., 59, 62, 79
• Staw, B. M., 50, 52, 86
• Steers, R. M., 59, 86
• Steiner, D. D., 70, 84
• Stewart, W., 41, 86
• Storms, P. L., 68, 86
• Szilagyi, A. D., 34, 85
• Taber, T. D., 36, 86
• Taylor, E., 36, 86
• Taylor, G. S., 59, 85
• Terborg, J. R., 49, 83
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• Terry, D. J., 52, 84

• Tett, R. P., 63, 86
• Tharenou, P., 59, 86
• Thayer, P. W., 34, 78
• Theorell, T., 48, 77
• Thomas, L. T., 41, 86
• Thornton, G. C., III, 63, 85
• Tillapaugh, P., 6, 86
• Topichak, P. M., 26, 85
• Trice, A. D., 6, 86
• Trist, E. L., 73, 86
• Tuch, S. A., 29, 86
• Varca, P. E., 70, 82
• Waddell, F. T., 52, 86
• Wagner, J. A., III, 62, 79
• Wall, T. D., 7, 14, 15, 31, 36, 78, 86
• Warr, P. B., 7, 14, 15, 25, 42, 78, 86
• Watanabe, S., 70, 81
• Watson, D., 52, 53, 67, 86
• Weaver. C. N., 70, 86
• Webster, J., 52, 67, 78
• Weekley, J., 38.83
• Weiss. D. J., 7, 15, 16, 87
• Weitz, J., 65, 87
• Westman, M., 45, 87
• Wexley, K. N., 15, 87
• White, A. T., 25, 26, 87
• White, J. K., 15, 84
• Williams. L. J., 53. 87
• Williams. M. L., 53, 87
• Wimalasiri, J., 26, 27, 86
• Witt, L. A… 28, 87
• Wolf, M. G., 2, 87
• Wormley, W. M., 28, 29.80
• Wright, J. D., 25. 87
• Zapf, D., 36, 79
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• Zeitz, G., 25, 87

• Zultowski, W. H., 16, 87

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About the Author

Paul E. Spector is Professor of Industrial/Organizational Psychology at the University of South Florida. His
research interests include both the content and methodology of the field. Content areas concern the impact
of jobs on the behavior and well-being of employees, including counterproductive behavior, job satisfaction,
job stress, and withdrawal behavior. Methodological areas are complex statistics and psychological
measurement. Professor Spector has published in many journals of the field, including Journal of Applied
Psychology, Journal of Management, Journal of Organizational Behavior (JOB), Journal of Occupational and
Organizational Psychology (JOOP), and Psychological Bulletin. He has written three other books for Sage
Publications on computer programming with the SAS language and research methodology. He also has
written an industrial/organizational psychology textbook. At present, he is an associate editor for JOOP, and
the Point/Counterpoint editor for JOB. In addition to writing this book, he is a member of the editorial board
for this Advanced Topics in Organizational Behavior book series.

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