Job satisfaction has long been a critical issue among organization management within public and private business enterprise. Job satisfaction—also theorized to have a link to employee performance by numerous approaches, models, and studies—has evolved from the empirical findings of the early 1950s to a behavior attributed to individual characteristics to an attitude developed from group and leader characteristics (Fernandez, S., 2008, Examining the effects of leadership behavior on employee perceptions of performance and job satisfaction). Social identity theory provides a philosophical rationale that interprets a desire for employees to obtain acceptance within a relationship through the self-identification of characteristics that are prominent among like groups and units. A social identity of leadership, according to Hogg, M.A. (2001, A social identity theory of leadership), is viewed as the social attraction to organization leaders based on influence, cognitive, and behavioral characteristics of which employees are drawn to, and seek to become prototypes in an effort to exude similar characteristics. Earlier studies have suggested that certain organization cultures, particularly those with hierarchical structures, render social minorities as less prototypical than majorities, resulting in increased difficulty to achieve and maintain effective leadership roles as well as implement equitable satisfaction among both minority and majority social groups. This study examines the relationship between employee gender and job satisfaction of employees within a hierarchical structure, the Department of the Army, as viewed through social identity. Empirical support for the theory is reviewed and numerous implications are discussed, to include correlation between employee gender and levels of job satisfaction. The current study has concluded that despite the seminal literary works and results from earlier studies in which the listed constructs have been individually linked to social identity theory, this study shows that employee gender has no significant relationship to job satisfaction when analyzed through like characteristics, behaviors, or demographics of supervisors, as perceived by employees.
|Adviser||Judith L. Forbes|
|Subjects||Management; Public administration; Gender studies; Military studies|
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