Employee satisfaction with meetings: A contemporary facet of job satisfaction

Steven G. Rogelberg, Joseph A. Allen, Linda Shanock, Cliff Scott, Marissa Shuffler

Research output: Contribution to journalArticle

97 Scopus citations

Abstract

Given the ubiquity, time investment, and theoretical relevance of meetings to work attitudes, this study explored whether organizational science should consider employee satisfaction with meetings as a contemporary, important, and discrete facet of job satisfaction. Using affective events theory, we postulated that meetings are affect-generating events that meaningfully contribute to overall job satisfaction. Two surveys queried working adults: Study 1 used a paper-based survey (n = 201), while Study 2 used an Internet-based survey (n = 785). Satisfaction with meetings was positively related to and signifi cantly predicted overall job satisfaction (p < .05) after controlling for individual difference variables (e.g., participant background variables, negative affect), traditional job satisfaction facets (e.g., work, supervision, pay), and other conceptually relevant constructs (e.g., satisfaction with communication, organizational commitment). Exploratory (Study 1) and confi rmatory (Study 2) factor analyses provided evidence that meeting satisfaction is a distinct facet of job satisfaction. Finally, as hypothesized, the relationship between meeting satisfaction and job satisfaction depends in part upon the number of meetings typically attended. The relationship was stronger (more positive) when meeting demands were higher and weaker when meeting demands were lower. Implications for assessment, leadership development, on-boarding, and high potential initiatives are discussed.

Original languageEnglish (US)
Pages (from-to)149-172
Number of pages24
JournalHuman Resource Management
Volume49
Issue number2
DOIs
StatePublished - Mar 2010

Keywords

  • Groups teams
  • Job satisfaction
  • Meeting satisfaction
  • Meetings
  • Work attitudes

ASJC Scopus subject areas

  • Applied Psychology
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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