They reveal that the key factors associated with a high level of job

They reveal that the key factors associated with a

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They reveal that the key factors associated with a high level of job satisfaction are: l a positive psychological contract (beta .42***) l a higher salary (.11*) l working in a high involvement climate (.11*) l lower educational quali ® cations (.10*) l working in the service sectors rather than in traditional industries (.08*) l employed in temporary or ® xed term rather than permanent jobs (.08*) Together these variables account for about 29 per cent of the variation in job satisfaction. It can be seen that HR practices have no direct impact. Rather they have an indirect impact through the state of the psychological contract and through the high involvement climate. A similar pattern emerges when we look at job security. To assess job security, a composite scale was constructed using three items. These consisted of the item in Table 3 together with responses to the statements: `how worried are you about your job security?’ and `compared with a year ago, do you feel more or less secure in your job?’ It is worth noting in passing that only 14 per cent said they felt very or fairly insecure and 24 per cent were fairly or very worried about job security. Four factors explained variations in job security and indicate that higher job security is signi ® cantly associated with: l not expecting to be made redundant in the next two years (beta .40***) l a positive psychological contract (.26***) l con ® dence that satisfactory employment alternatives are available (.11***) l being younger (.08*) Background factors account for 40 per cent of the variation in levels of job security. In this case a number of speci ® c factors explain the variation including expectations and employment alternatives. The state of the psychological contract is also important. It can be seen from this that HR practices have an indirect in¯ uence through the psychological contract. The earlier analysis revealed no clear association between HR practices and pressures at work. In the regression analysis a number of factors had a signi ® cant in¯ uence but they only accounted for 10 per cent of the variance and we should, therefore, perhaps not place too much weight on them. Those reporting more pressure: l work longer hours l have a poor psychological contract l work in something other than a blue collar job l work in a sector other than the traditional industrial sector l are female l have fewer employment alternatives l earn a low proportion of the family income Human resource management ± the workers’ verdict 20 HUMAN RESOURCE MANAGEMENT JOURNAL ± VOL 9 NO 3
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These items show that those who feel under pressure are those who believe they have a poor deal, with long hours and few employment alternatives. Women, and those in professional and service jobs, appear to be particularly susceptible to pressure at work. HR practices, as we might expect from the earlier analysis, have no direct impact; but they do exert an indirect impact, reducing the reported level of pressure, through the state of the psychological contract.
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