First Advisor

Walter Ellis

Date of Publication


Document Type


Degree Name

Doctor of Philosophy (Ph.D.) in Public Administration and Policy


Public Affairs and Policy




Government executives, Job satisfaction, Organization



Physical Description

1 online resource (3, xi, 168 pages)


The central purpose of this study was to explore the relationship between job characteristics and job satisfaction, and the impact of organizational climate on that relationship in the public sector. The subjects of the study were all Oregon State Government managers at and above the level of supervisor in all of the state agencies and the judicial branch. This study was conducted with the use of a survey. Six hundred and fifty-six (656) questionnaires were returned for a response rate of 66 percent. The questionnaire consisted of four parts. The first part was drawn from the Organizational Climate Questionnaire; the second part was drawn from the Job Diagnostic Survey; the third part was drawn from the Job Descriptive Index; and the last part concerned managers’ demographic factors. Statistical methods used to analyze the data included Cronbach's alpha coefficient to determine reliability of the instrument and factor analysis to identify the dimensions of organizational climate. Pearson's product-moment correlation, multiple regression, and the subgroup method were used to determine the relationship between job characteristics and job satisfaction, and the moderating effects of organizational climate on that relationship. Chi-square and z scores were used to test the significance of the results. Examination of the data revealed that the relationship between job context factors (such as relationships with co-workers and treatment by supervisors) and job satisfaction was stronger than the relationship between job characteristics (such as job autonomy and task significance) and job satisfaction. The job characteristics-job satisfaction relationship was significantly moderated by organizational climate. This relationship was weak for the group with a favorable climate, but it was notably strong for the group with an unfavorable climate. Also, the relationship was significantly moderated by the effects of the interaction between organizational climate and individual need for personal growth (NPG). Thus, the relationship was particularly strong for the high-NPG managers with an unfavorable climate, but significantly weak for the high-NPG managers with a favorable climate. These findings suggest that the job characteristics-job satisfaction relationship cannot be comprehensively understood without reference to organizational climate, and that job enrichment intervention is appropriate when the high-NPG managers are dissatisfied with their working environment. Finally, to improve the quality of the state managers work life, programs to enhance the relationships among co-workers and between co-workers and supervisors are recommended.


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