Sullivan, Charlene M. (2009). Social support and employee job satisfaction : what does the public service employee survey tell us? Mémoire. Gatineau, Université du Québec en Outaouais, Département des sciences administratives, 94 p.Le plein texte n'est pas disponible pour ce document.
Projects managers, along with any other person having to supervise personnel, must display basic humanistic behavioral competencies (i.e. actions) in order to contribute to employee job satisfaction. Among these competencies, the ability to give support to team members is considers as paramount. However, both employee job satisfaction and supervisory behavior are multi-faceted constructs which still have to be studied and refined further in the public service, especially with regards to their relationship to one another. Therefore, the aim of this thesis is to further our comprehension of these constructs and of their interrelations. Raw data, gathered by Statistics Canada in 1999, 2002, and 2005 through the PSES (Public Service Employee Survey), which deals with the qualities of work environment will be used here. One of the limits of the PSES that needs to be addressed is the absence of a supporting theoretical model. A careful examination of the items and preliminary factorial analyses show that Karasek's Job Demand-Control-Support JDC(S) model offers a conceptual framework which is highly compatible with the PSES. It will therefore be used here both to generate research questions and to interpret the results. The research questions are as follows : 1) What is the factor structure of the PSES and is it stable across cohorts? ") Are items dealing with supervisory and peer support included in one broad social support factor or are they separate factorial entities? 3) Does the perception of supervisory and peer support evolve from T1 to T3 (i.e. 1999 - 2002 - 2005)? 4) Among all the factors generated through factorial analysis of the Public Service Employee Survey, is social support the most strongly related to employee job satisfaction? The three samples taking part in the study represent at least 55% of all federal Public Service employees, with corresponding data sets, including each time more than 100 000 participants.Results indicated that : -A sturdy four-factor solution, conceptually named opportunities, social support, standards and employee job satisfaction exists across the two last survey years (i.e. 2002 and 2005). -Supervisory and peer support are clearly separate and distinct entities and not part of one broad social support factor. - There has been a decrease in employees' perception of supervisory and peer support from a highpoint in 1999. - There is a clear link between job satisfaction and social support in the Public Service of Canada (PSC). Additionally, the employee job satisfaction scale can be split into two conceptually different subscales named stressors and job quality using the items negative and positive loadings, respectively. Implications of these findings are discussed in terms of their applicability in the public service of Canada workforce.
|Type de document:||Thèse (Mémoire)|
|Directeur de mémoire/thèse:||Pelletier, Daniel|
|Informations complémentaires:||Bibliothèque L.-Brault HD 6957 C3 S85 2009. Comprend des réf. bibliogr. : p. 89-92. Le texte de ce mémoire est en anglais seulement. Comprend 1 CD (à la fin du document)|
|Mots-clés libres:||Job satisfaction; Testing; Case studies; Social networks; Public opinion; Civil service; Satisfaction au travail; Mesure; Cas, Études de; Réseaux sociaux; Sondages d'opinion; Fonction publique; Canada|
|Départements et école, unités de recherche et services:||Sciences administratives|
|Date de dépôt:||10 déc. 2012 19:57|
|Dernière modification:||23 oct. 2015 13:15|
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