satisfaction with job are significant determinants of trust in management. If employees perceive that their employers do not care about their wellbeing it is likely that this can affect workers motivation, commitment and performance. In contrast, if employees perceive that they are supported and can trust management they reciprocate through high motivation and commitment towards the organisation, which in turn produces positive performance outcomes. Wayne et al. (1997) assert that positive employee attitudes depend on employees’ perceptions of how committed the employing organisation is to them. This can be demonstrated through positive discretionary activities performed by the organisation that benefits the employee, leading to the assumption that organisation cares about the wellbeing of its employees. Therefore the approach to wellbeing at work that an organisation prefers to adopt will be informed by its interpretations of human resource management (HRM) practices (Currie, 2001). Therefore, the principal concern in local government organisations, especially its agents (line managers) should be to promote the opportunity for employee involvement, training and career development, as well as to ensure that employees are dealt with fairly, and given support. Predictors of job satisfaction The independent variables explained 67 percent of change in job satisfaction ( F value ¼ 6.524, p ¼ 0 : 001). Three of the study variables were found to be significant A new dimension for HRM 301
predictors of job satisfaction. These were support ( b ¼ 0 : 27 ; p ¼ 0 : 05), trust in management ( b ¼ 0 : 29 ; p ¼ 0 : 05) and age ( b ¼ 0 : 31 ; p ¼ 0 : 05). In general these results are consistent with social exchange theory, with the exception of age, in that, job satisfaction of workers was determined by the age of employees. Moreover, social exchange relationships (Blau, 2006) that develop over time are likely to be reinforced by positive interactions from employees. Therefore, employees job satisfaction is likely to develop over time spent in the organisation, which in turn can enhance the support received and trust built. These finding were also supported as 51 per cent of respondents were over 40 years and 35.3 per cent of respondents have been with the organisation 11-25 plus years. Many of the anticipated explanatory variables had no statistical significant effect on job satisfaction. In this instance, this could be as a result of the bundle of HRM practices used in the study. Predictors of work-life balance satisfaction The final regression equation considered the extent to which the independent variables successfully predicted change in respondents’ work-life balance satisfaction. Overall the independent variables predicted 44 percent of change in respondents’ work-life balance satisfaction ( F value ¼ 2.503, p ¼ 0 : 05). There were no significant relationships that existed with the explanatory variables and work-life balance satisfaction. In this instance, this could be as a result of the bundle of HRM practices used in the study.