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When promoting positive feelings pays: aggregate job satisfaction, work environment features and innovation in manufacturing organizations

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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When promoting positive feelings pays: aggregate job satisfaction, work environment features and innovation in manufacturing organizations. / Shipton, Helen; West, Michael; Parkes, Carole et al.
In: European Journal of Work and Organizational Psychology, Vol. 15, No. 4, 2006, p. 404-430.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Shipton, H, West, M, Parkes, C, Dawson, JF & Patterson, M 2006, 'When promoting positive feelings pays: aggregate job satisfaction, work environment features and innovation in manufacturing organizations', European Journal of Work and Organizational Psychology, vol. 15, no. 4, pp. 404-430. https://doi.org/10.1080/13594320600908153

APA

Shipton, H., West, M., Parkes, C., Dawson, J. F., & Patterson, M. (2006). When promoting positive feelings pays: aggregate job satisfaction, work environment features and innovation in manufacturing organizations. European Journal of Work and Organizational Psychology, 15(4), 404-430. https://doi.org/10.1080/13594320600908153

Vancouver

Shipton H, West M, Parkes C, Dawson JF, Patterson M. When promoting positive feelings pays: aggregate job satisfaction, work environment features and innovation in manufacturing organizations. European Journal of Work and Organizational Psychology. 2006;15(4):404-430. doi: 10.1080/13594320600908153

Author

Shipton, Helen ; West, Michael ; Parkes, Carole et al. / When promoting positive feelings pays : aggregate job satisfaction, work environment features and innovation in manufacturing organizations. In: European Journal of Work and Organizational Psychology. 2006 ; Vol. 15, No. 4. pp. 404-430.

Bibtex

@article{b37e56f0ef654a5bafd95269c8659936,
title = "When promoting positive feelings pays: aggregate job satisfaction, work environment features and innovation in manufacturing organizations",
abstract = "This study investigates the relationship between aggregate job satisfaction and organizational innovation. In a sample of manufacturing companies, data were gathered from 3717 employees in 28 UK manufacturing organizations about their job satisfaction and aggregated to the organizational level. Data on innovation in technology/processes were gathered from multiple respondents in the same organizations 24 months later. The results revealed that aggregate job satisfaction was a significant predictor of subsequent organizational innovation, even after controlling for prior organizational innovation and profitability. Moreover the data indicated that the relationship between aggregate job satisfaction and innovation in production technology/processes was moderated by two factors: job variety and a commitment to {\textquoteleft}{\textquoteleft}single status{\textquoteright}{\textquoteright}. Unlike previous studies, we conceptualize job satisfaction at the aggregate rather than the individual level and examine innovation rather than creativity. We propose that where the majority of employees experience job satisfaction, they will endorse rather than resist innovation and work collaboratively to implement as well as to generate creative ideas.",
author = "Helen Shipton and Michael West and Carole Parkes and Dawson, {Jeremy F} and Malcolm Patterson",
year = "2006",
doi = "10.1080/13594320600908153",
language = "English",
volume = "15",
pages = "404--430",
journal = "European Journal of Work and Organizational Psychology",
issn = "1359-432X",
publisher = "Taylor and Francis Ltd.",
number = "4",

}

RIS

TY - JOUR

T1 - When promoting positive feelings pays

T2 - aggregate job satisfaction, work environment features and innovation in manufacturing organizations

AU - Shipton, Helen

AU - West, Michael

AU - Parkes, Carole

AU - Dawson, Jeremy F

AU - Patterson, Malcolm

PY - 2006

Y1 - 2006

N2 - This study investigates the relationship between aggregate job satisfaction and organizational innovation. In a sample of manufacturing companies, data were gathered from 3717 employees in 28 UK manufacturing organizations about their job satisfaction and aggregated to the organizational level. Data on innovation in technology/processes were gathered from multiple respondents in the same organizations 24 months later. The results revealed that aggregate job satisfaction was a significant predictor of subsequent organizational innovation, even after controlling for prior organizational innovation and profitability. Moreover the data indicated that the relationship between aggregate job satisfaction and innovation in production technology/processes was moderated by two factors: job variety and a commitment to ‘‘single status’’. Unlike previous studies, we conceptualize job satisfaction at the aggregate rather than the individual level and examine innovation rather than creativity. We propose that where the majority of employees experience job satisfaction, they will endorse rather than resist innovation and work collaboratively to implement as well as to generate creative ideas.

AB - This study investigates the relationship between aggregate job satisfaction and organizational innovation. In a sample of manufacturing companies, data were gathered from 3717 employees in 28 UK manufacturing organizations about their job satisfaction and aggregated to the organizational level. Data on innovation in technology/processes were gathered from multiple respondents in the same organizations 24 months later. The results revealed that aggregate job satisfaction was a significant predictor of subsequent organizational innovation, even after controlling for prior organizational innovation and profitability. Moreover the data indicated that the relationship between aggregate job satisfaction and innovation in production technology/processes was moderated by two factors: job variety and a commitment to ‘‘single status’’. Unlike previous studies, we conceptualize job satisfaction at the aggregate rather than the individual level and examine innovation rather than creativity. We propose that where the majority of employees experience job satisfaction, they will endorse rather than resist innovation and work collaboratively to implement as well as to generate creative ideas.

U2 - 10.1080/13594320600908153

DO - 10.1080/13594320600908153

M3 - Journal article

VL - 15

SP - 404

EP - 430

JO - European Journal of Work and Organizational Psychology

JF - European Journal of Work and Organizational Psychology

SN - 1359-432X

IS - 4

ER -