Department/School

Management

Date of this version

3-29-2014

Document Type

Working Paper

Keywords

Wellbeing, Job satisfaction, Purpose, Meaning, Work-family, Work-Life

Abstract

Wellbeing comprises two distinct, related dimensions, labeled subjective wellbeing and psychological wellbeing, hedonia and eudaimonia, or happiness and purpose, respectively. Yet within the job domain, there is little explicit consideration of eudaimonic elements. In this article, eudaimonic job satisfaction is defined, and global and facet measures derived from theory are developed. These measures are then used in a field sample of 425 working adults to explore the potential contribution of eudaimonic job satisfaction toward explaining aspects of organizational behavior. Findings suggest that eudaimonic facet job satisfaction comprises six facets, which are satisfaction with the job’s impact on and facilitation of: expression of the self, development of the self, role in society, financial situation, family, and life. Each facet relates differently to different work, life, and work-life outcomes. Overall, findings reveal construct validity for eudaimonic job satisfaction as separate from commonly used job attitudes, and evidence that it has the potential to add to our ability understand and predict levels of work, life, and work-life outcomes such as engagement, inclusion, retention, work-family conflict, and life satisfaction, beyond hedonic job satisfaction. Hedonic and eudaimonic job satisfactions together may comprise a more holistic job-related wellbeing, needed now in the face of an increasing variety of workplace situations, diversity in workers, changes to careers and psychological contracts, jobs and facets of jobs in flux, and increasing interest in sustainable elements of motivation for workers. Implications for theory and research on job attitudes, and practical implications for organizations and societies, are discussed.

Citation/Other Information

Earlier versions of this research have been presented at the workshop series at the Carlson School, University of Minnesota and the research workshop series at the Opus College of Business, University of St. Thomas, Minnesota and separate elements of this paper were presented in August 2012 at the annual meeting of the American Psychological Association and in April 2013 at the annual meeting of the Society for Industrial and Organizational Psychology.

Creative Commons License


This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 License.

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