Will people who are happy with their jobs exhibit superior job performance? Researchers have examined the “happy worker is a productive worker ” postulation for decades and concluded the relationship between job satisfaction and job performance is not as strong as one would expect. The current research investigates possible explanations, including operationalizations of the satisfaction and performance variables. Using information from 87 respondents and their supervisors, the addition of life satisfaction and organizational citizenship behavior to the model was tested. Results moderately supported the addition of life satisfaction to increase our ability to predict in-and extra-role job performance. Review of Relevant Literature The speculation that job satisfaction is related to performance dates back to the early days of the field of Industrial/Organizational Psychology (e.g., Kornhauser & Sharp, 1932). Throughout the years, organizational theorists have advanced several viewpoints regarding the nature of the satisfaction-performance relationship: (1) satisfaction causes performance; (2) performance causes satisfaction; (3) the satisfaction-performance relationship is moderated by a number of other variables; or (4) both are caused by an exogenous variable. Some moderators examined in past research include the

This paper reports on the findings of a piece of research work aimed at investigating and analysing the impact of

This paper presents an exploratory investigation of the Manufacturing/Marketing (hereafter M/M) interface. From the literature and prior empirical work in M/M strategies, we propose a path model for assessing the mediating impact of the M/M interface harmony on M/M morale and business performance. Using two convenience samples of executives, we empirically test the direct and indirect influence of predisposing factors (antecedents) and performance outcomes (consequences) that are expected theoretically to influence or be influenced by M/M interface harmony, which we operationalize as the functions ’ ability to work together. We find that 11 of the 13 hypothesized direct effects are significant at the.012 level or below; and attesting to the mediating influence of the M/M ability to work together, 11 of the 12 indirect effects were significant at the.02 level or below. Increasing the emphasis on either or both of the importance of marketing or manufacturing improves the odds of both functions’ ability to work harmoniously, which in turn impacts M/M morale. Notably, interfunctional harmony appears to have a stronger influence on each function’s morale than the importance

Traditional research on leadership in online communities has consistently focused on the small set of people occupying leadership roles. In this paper, we use a model of shared leadership, which claims that leadership behaviors come from members at all levels, not simply from people in high-level leadership positions. Although every member can exhibit some leadership behavior, different types of leadership behavior performed by different types of leaders may not be equally effective. This paper investigates how distinct types of leadership behaviors (transactional, aversive, directive and person-focused) and the legitimacy of the people who deliver them (people in formal leadership positions or not) influence the contributions that other participants make in the research context of Wikipedia. After using propensity score matching to control for potential pre-existing differences among those who were and were not targets of leadership behaviors, we found that 1) leadership behaviors performed by members at all levels significantly influenced other members ’ motivation; 2) transactional leadership and person-focused leadership were effective in motivating others to contribute more, whereas aversive leadership decreased other contributors’ motivations; and 3) legitimate leaders were in general more influential than regular peer leaders. We discuss the theoretical and practical implication of our work.

Traditional research on leadership in online communities has consistently focused on the small set of people occupying leadership roles. In this paper, we use a model of shared leadership, which posits that leadership behaviors come from members at all levels, not simply from people in high-level leadership positions. Although every member can exhibit some leadership behavior, different types of leadership behavior performed by different types of leaders may not be equally effective. This paper investigates how distinct types of leadership behaviors (transactional, aversive, directive and person-focused) and the legitimacy of the people who deliver them (people in formal leadership positions or not) influence the contributions that other participants make in the context of Wikipedia. After using propensity score matching to control for potential preexisting differences among those who were and were not targets of leadership behaviors, we found that 1) leadership behaviors performed by members at all levels significantly influenced other members ’ motivation; 2) transactional leadership and person-focused leadership were effective in motivating others to contribute more, whereas aversive leadership decreased other contributors ’ motivations; and 3) legitimate leaders were in general more influential than regular peer leaders. We discuss the theoretical and practical implication of our work. Author Keywords Shared leadership, online communities, Wikipedia, motivation