Job Autonomy

Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and passive-avoidant leadership (PAL), are related to employees' anxiety and thereby either promote or inhibit employees' well-being. Using the prominent job demands-resources (JD-R) model as a theoretical framework, we propose that the relationship between leadership behavior and anxiety is mediated by organizational job demands, namely, role ambiguity (RA), and job resources, namely, team climate for learning (TCL), as well as moderated by autonomy as important job characteristic. A sample of 501 knowledge workers, working in teams in a German research and development (R&D) organization, answered an online survey. We tested moderated multiple mediation models using structural equation modeling (SEM). Results demonstrated that the relationships between TFL as well as PAL on the one hand and anxiety on the other hand were fully mediated by RA and TCL. Job autonomy moderated the quality of the leadership-job demand relationship for TFL and PAL. This paper contributes to understanding the complex relationship between leadership and followers' well-being taking into account a combination of mediating and moderating job demands and resources. This is the first study that examines the effects of TFL and PAL on well-being taking into account the job demand RA and team processes and autonomy as resources.

The purposes of this research were to study (1)  the relationship between job autonomy,  work engagement, and innovative work behavior of marketing officers in Thailand  and ( 2)  the mediating effect of work engagement in the relation of job autonomy to innovative work behavior of marketing officers  in Thailand.  The  sample  was  400  marketing  officers  working  in  private  organizations  in Thailand.  The research instruments consisted of the Job Autonomy Scale, the Work Engagement Scale, the Innovative Work  Behavior Scale, and demographic questionnaire.  For reliability, Cronbach's alpha was used. Data were analyzed by using descriptive statistics, Pearson’s correlation coefficient, multiple regression analysis, mediation analysis using procedure from Baron and Kenny ( 1986)  and Sobel’s Test.  The findings of this research were as follows  (1)  Job autonomy could predict innovative work behavior of marketing officers with the statistical significance of .01. (2)  Work  engagement could predict innovative work behavior of marketing officers with the statistical significance of . 01. (3)  Job autonomy could predict work  engagement of marketing officers with  the  statistical significance of . 01 and  ( 4)  the relationship between job autonomy and innovative work behavior of  marketing officers was partially mediated by work engagement  with the statistical significance of .01 and indirect effect of .434.
งานวิจัยนี้มีวัตถุประสงค์ หลัก 2 ประการดังนี้ คือ (1)  เพื่ อศึกษาความสัมพันธ์ระหว่างความมีอิสระในงาน ความผูกพันต่องาน  และพฤติกรรมสร้างสรรค์นวัตกรรมของเจ้าหน้าที่ การตลาด ในประเทศไทย  และ (2) เพื่อศึกษาบทบาทการเป็นตัวแปรสื่อของความผูกพันต่องานในความสัมพันธ์ระหว่างความมีอิสระในงานกับพฤติกรรมสร้างสรรค์นวัตกรรมของเจ้าหน้าที่การตลาดในประเทศไทย  โดยการเก็บรวบรวมข้อมูลจากเจ้าหน้าที่การตลาด จ านวน 400 คน ที่ปฏิบัติงานเต็มเวลาในองค์การเอกชนในประเทศไทย เครื่องมือที่ใช้ในการวิจัยประกอบด้วย แบบวัดความมีอิสระในงาน แบบวัดความผูกพันต่องาน แบบวัดพฤติกรรมสร้างสรรค์นวัตกรรม และแบบสอบถามลักษณะส่วนบุคคล และทำการทดสอบค่าความเชื่อมั่น ของแต่ละแบบวัดด้ วยการวิเคราะห์สัมประสิทธิ์ครอนบาคอัลฟ่า การวิเคราะห์ข้อมูลใช้สถิติพรรณนา การวิเคราะห์ค่าสัมประสิทธิ์ สหสัมพันธ์แบบเพียร์สัน การวิเคราะห์การถดถอยพหูคุณ และการวิเคราะห์การเป็นตัวแปรสื่อใช้วิธีตามขั้นตอนของ  Baron and Kenny (1986)  และการค านวณค่าสถิติของโซเบล ( Sobel’s Test) ผลการวิจัยพบว่ า (1) ความมีอิสระในงานสามารถท านายพฤติกรรมสร้างสรรค์นวัตกรรมของเจ้าหน้าที่การตลาดได้อย่ างมีนัยส าคัญทางสถิติที่ ระดับ .01 (2) ความผูกพันต่ องานสามารถท านายพฤติกรรมสร้างสรรค์นวัตกรรมของเจ้าหน้าที่การตลาดอย่างมีนัยส าคัญทางสถิติที่ระดับ .01 (3) ความมีอิสระในงานสามารถทำนายความผูกพันต่องานของเจ้าหน้าที่การตลาดอย่างมีนัยส าคัญทางสถิติที่ระดับ .01 และ  (4) ความผูกพันต่องานมีบทบาทการเป็นตัวแปรสื่อ แบบบางส่วนในความสัมพันธ์ระหว่ างความมีอิสระในงานและพฤติกรรมสร้างสรรค์นวัตกรรมของเจ้าหน้าที่การตลาดอย่างมีนัยส าคัญทางสถิติที่ระดับ .01 และมีอิทธิพลทางอ้อมเท่ากับ .434

Employee roles in organization become more significant nowadays, organizations need also to focus on the change in the composition of the employee generation group in the future. Millennials are now starting to work at a very large number, and they will shape the world of work in the future. Millennial is also identical with high employee turnover rates. This research focuses on determining the factor influencing the employee retention especially for millennial generation. This examined the following factors: Development Opportunities, Leadership, Job Autonomy, Work Environment, and Compensation. Data collection was done through survey using questionnaire to 236 millennial employees. Data Analysis was done using multiple linear regression. The study concludes that Development Opportunities, Leadership, Job Autonomy, Work Environment dan Compensation have positive influence on Employee Retention in millennial generation at XYZ Foundation. Based on all variables in this research, we can conclude that compensation have a significant influence on Employee Retention. The coefficient of determination in this study is 0.322, while the rest is explained by other variables outside the model. The organization need to review the compensation scheme and communicate to the employees, especially the millennial generation.

Employee roles in organization become more significant nowadays, organizations need also to focus on the change in the composition of the employee generation group in the future. Millennials are now starting to work at a very large number, and they will shape the world of work in the future. Millennial is also identical with high employee turnover rates. This research focuses on determining the factor influencing the employee retention especially for millennial generation. This examined the following factors: Development Opportunities, Leadership, Job Autonomy, Work Environment, and Compensation. Data collection was done through survey using questionnaire to 236 millennial employees. Data Analysis was done using multiple linear regression. The study concludes that Development Opportunities, Leadership, Job Autonomy, Work Environment dan Compensation have positive influence on Employee Retention in millennial generation at XYZ Foundation. Based on all variables in this research, we can conclude that compensation have a significant influence on Employee Retention. The coefficient of determination in this study is 0.322, while the rest is explained by other variables outside the model. The organization need to review the compensation scheme and communicate to the employees, especially the millennial generation

Job satisfaction is considered to be a significant factor driving organizational change and organizational learning, and it has consequentially continued to be an important area of cross disciplinary study. Extensive research has been performed over the past three or four decades studying job satisfaction and its many contributing factors to the overall performance of an organization. In this research paper the writer will go over a selected number of theories explaining variation in job satisfaction, discuss two factors that impact job satisfaction, and finally briefly examine the impact that cultural diversity has on job satisfaction.

1. Abstract Professional autonomy is positively related to professional involvement, job satisfaction, motivation and meta-cognitive learning processes in developing a profession and its workplace practice. It also affects the general well-being of individual professionals. Increased professional autonomy is associated with increased task variability and better customized patient-centered care. However, health profession in developing countries faces occupational injustice with violated role autonomy, hindering them from securing the full benefits of autonomy for its members, and impacting ability for future growth pathway for the profession. The aim of this paper is to present an analytical perspective of the current issues affecting the autonomy and progress of the Occupational Therapy profession in Malaysia. Three key concerns emerged. These were:-i) low numbers of occupational therapists in Malaysia, ii) low quality and lack of university-based education and iii) low professional autonomy experienced by Malaysian occupational therapists due to the dominance of the medical rehabilitation discipline. These issues affect the advancement of cost-effective, evidence-based, best practice for the consumers of rehabilitation in Malaysia who need occupational therapy clinical services. These issues have reduced the independence and interdisciplinary role of Malaysian occupational therapists in health and social care.

This study examined the relationships between task identity, job autonomy and burnout of nurses in Jos, Nigeria.. 79 nurses selected from three health institutions in Jos responded to Job Diagnostic Survey and Maslach Burnout Inventory. Three hypotheses were tested using Pearson Product Moment Correlation Statistics. Findings showed that task identity had negative significant correlation with nurses experience of burnout (r(77) = -0.59, p < .01)and job autonomy had a negative significant correlation with nurses experience of burnout(r(77)=-0.46,p < .01). Discussions were made in light of extant literature. Implications of these findings were drawn and recommendations made for further studies.

The purpose of this study was to investigate the antecedents and consequence of job crafting in the context of education sector and high-power distance societies, such as Indonesia where most people seem hesitant to seize on job crafting due to their appreciation to organizational hierarchies. Specifically, we examined perceived organization support, job demand, and job autonomy as the antecedents to job crafting. Further, we tested the effect of these associations on job engagement as the consequence. According to job demand resources theory, employees voluntarily modify their job aspects (job crafting) when they perceive organization support, experience high work demand, and satisfy with the degree of autonomy. Consequently, this leads to the enhancement of employee's engagement level. To investigate these relationships, a survey was conducted among 287 early childhood and primary school teachers working in 16 schools in Bandung, West Java, Indonesia. We used path analysis to test the hypothesized models. The results indicate that perceived organization support, job demand, and job autonomy are positively associated to job crafting. In addition, we found that when job crafting is present, it increases the level of employee engagement. This study highlights the importance of job crafting for early childhood and primary school teachers working in the high-power distance societies.

Innovations are based on the good ideas of individuals; therefore, it is very important to better understand the role that individuals and their personal characteristics play in innovative initiatives. The aim of the current study was to test the relationships between employees' personal values and their innovative behavior. It was hypothesized that these relationships are mediated by an employee's job autonomy. We integrated Schwartz's basic human values theory with the notion that job autonomy is an important job characteristic that can be redesigned to better fit employees' preferences. The study results (obtained from 263 employees in different branches) showed that openness to change and self-enhancement values are positively related to job autonomy, whereas conservation and self-transcendence values are negatively related to job autonomy, which confirms that personal values are important in explaining autonomy in the workplace. In addition, employees' self-enhancement values are positively related to their innovative behavior, while conservation and self-transcendence values are negatively related to innovative behavior. Mediation analysis with a bias-corrected bootstrapping method showed that job autonomy is a significant mediator of the relationships between employees' personal values (except for openness to change) and their innovative behavior. Our research extends the theory of basic human values, showing that values serve as a personal basis for innovative behavior. Our results also contribute to the innovation research by demonstrating the importance of personal values and job autonomy for innovative behavior in organizations.

Workplace learning is a critical tool for both employees and organisations in their continuous adjustment to various global trends reshaping our workplaces, economies and societies. Workers learn most when engaging in new and challenging activities in which they are granted sufficient autonomy to solve issues themselves or in collaboration with their colleagues or mentors. Findings based on the data from the 2019 European Company Survey indicate that informal learning is the key aspect of workplaces in terms of company performance and employee wellbeing. Such results call for more attention from policy-makers and organisations’ management to various forms of informal learning at the workplace. This is particularly the case when considering the apparent lack of beneficial effects of formal and non-formal learning on employee wellbeing and company performance. These findings illustrate the overwhelming prominence of informal learning at the workplace compared to formal and non-formal learning forms. They also indicate the often untapped learning potential that exists at workplaces. However, analyses show that most companies are still not offering optimal learning environments and opportunities to their workers. Such a situation hurts both employees and companies but also presents an opportunity for action at organisational, national and international levels. Such an action would aim to create institutional conditions, legal frameworks, learning resources, and incentives for companies to start organising their workplaces in a way that will facilitate workplace learning, especially its various informal forms.

With increasing competition among hotels, managing employees seems to be important issue in delivering services to customers effectively. This issue also affects the firms' outcomes and incomes. Thus, hotels as a service providing firms must be able to manage the emotions of employees in order to increase the quality of services and to create value for customers. Controlling emotions of employees also contribute to gain competitive advantage across rivals. The objective of this paper is to reveal the effects of emotional labor on job attitudes of hotel employees by considering the mediating and moderating roles of social support and job autonomy. To this end, a questionnaire was employed to employees of hotels operating in Antalya Province. Results of the analyses support that emotional labor has a negative effect on emotional exhaustion. Emotional labor also has a positive effect on job satisfaction. In addition there are mediating and moderating roles of job autonomy and social support between emotional exhaustion and emotional labor, and emotional labor and job satisfaction.

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Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and passive-avoidant leadership (PAL), are related to employees' anxiety and thereby either promote or inhibit employees' well-being. Using the prominent job demands-resources (JD-R) model as a theoretical framework, we propose that the relationship between leadership behavior and anxiety is mediated by organizational job demands, namely, role ambiguity (RA), and job resources, namely, team climate for learning (TCL), as well as moderated by autonomy as important job characteristic. A sample of 501 knowledge workers, working in teams in a German research and development (R&D) organization, answered an online survey. We tested moderated multiple mediation models using structural equation modeling (SEM). Results demonstrated that the relationships between TFL as well as PAL on the one hand and anxiety on the other hand were fully mediated by RA and TCL. Job autonomy moderated the quality of the leadership-job demand relationship for TFL and PAL. This paper contributes to understanding the complex relationship between leadership and followers' well-being taking into account a combination of mediating and moderating job demands and resources. This is the first study that examines the effects of TFL and PAL on well-being taking into account the job demand RA and team processes and autonomy as resources.

This research aims to examine the relationship between transformational leadership and employees’ creativity through mediating role of trust and job autonomy. The study employed cross sectional survey method for the collection of data from 187 employees working in construction and banking sectors of Pakistan. The findings reveal that transformational leadership fosters employees’ creativity through trust and job autonomy. Both trust and job autonomy have statistically significant mediating effect. However, trust being the mediator, plays a more significant role in boosting up the transformational leadership and employees’ creativity relationship as compared to job autonomy. This research helps to know how transformational leadership enhances employees’ creativity by enlightening the mediating role of trust and job autonomy. Further, the findings of this research also help the managers to understand and create such environment which enhances employees’ creativity by focusing on the f...

This study aims to examine the effect of job autonomy on proactive work behavior and to investigate the mediating role of work engagement in the relationship of job autonomy and proactive work behavior. This study involved 208 employees working in the private sector, public sectors, and government in Indonesia. Participants were taken using convenience sampling techniques through the distribution of questionnaires online. Data were analyzed using Structural Equation Model (SEM). This research shows that job autonomy directly influences work engagement and indirectly affects proactive work behavior through work engagement mediation. Our results found different results from previous studies, where job autonomy directly impacted proactive work behavior. Our results reveal the full mediation role of work engagement in the relationship between job autonomy and proactive work behavior.

Employee roles in organization become more significant nowadays, organizations need also to focus on the change in the composition of the employee generation group in the future. Millennials are now starting to work at a very large number, and they will shape the world of work in the future. Millennial is also identical with high employee turnover rates. This research focuses on determining the factor influencing the employee retention especially for millennial generation. This examined the following factors: Development Opportunities, Leadership, Job Autonomy, Work Environment, and Compensation. Data collection was done through survey using questionnaire to 236 millennial employees. Data Analysis was done using multiple linear regression. The study concludes that Development Opportunities, Leadership, Job Autonomy, Work Environment dan Compensation have positive influence on Employee Retention in millennial generation at XYZ Foundation. Based on all variables in this research, we can conclude that compensation have a significant influence on Employee Retention. The coefficient of determination in this study is 0.322, while the rest is explained by other variables outside the model. The organization need to review the compensation scheme and communicate to the employees, especially the millennial generation.

This paper presents a moderation-mediation model suggesting that proactivity and job autonomy moderate the mediating
effects of engagement on the relationship of servant leadership with job performance and lateness. Data were collected
from a sample of 50 bank departments from three sources: managers (n = 50), employees (n = 165), and objective data
provided by human resources departments. The results show that as expected, the association of servant leadership with
work engagement was stronger for employees with low levels of proactivity and job autonomy. Proactivity moderated
the mediating effect of engagement on the relationship of servant leadership with both job performance and lateness;
autonomy moderated the mediating effect of engagement on the relationship between servant leadership and lateness.
The results imply that placing employees with low levels of proactivity and job autonomy under the supervision of servant
leaders can engender higher job engagement and better organizational outcomes.

Innovations are based on the good ideas of individuals; therefore, it is very important to better understand the role that individuals and their personal characteristics play in innovative initiatives. The aim of the current study was to test the relationships between employees' personal values and their innovative behavior. It was hypothesized that these relationships are mediated by an employee's job autonomy. We integrated Schwartz's basic human values theory with the notion that job autonomy is an important job characteristic that can be redesigned to better fit employees' preferences. The study results (obtained from 263 employees in different branches) showed that openness to change and self-enhancement values are positively related to job autonomy, whereas conservation and self-transcendence values are negatively related to job autonomy, which confirms that personal values are important in explaining autonomy in the workplace. In addition, employees' self-enhancement values are positively related to their innovative behavior, while conservation and self-transcendence values are negatively related to innovative behavior. Mediation analysis with a bias-corrected bootstrapping method showed that job autonomy is a significant mediator of the relationships between employees' personal values (except for openness to change) and their innovative behavior. Our research extends the theory of basic human values, showing that values serve as a personal basis for innovative behavior. Our results also contribute to the innovation research by demonstrating the importance of personal values and job autonomy for innovative behavior in organizations.

1. Abstract Professional autonomy is positively related to professional involvement, job satisfaction, motivation and meta-cognitive learning processes in developing a profession and its workplace practice. It also affects the general well-being of individual professionals. Increased professional autonomy is associated with increased task variability and better customized patient-centered care. However, health profession in developing countries faces occupational injustice with violated role autonomy, hindering them from securing the full benefits of autonomy for its members, and impacting ability for future growth pathway for the profession. The aim of this paper is to present an analytical perspective of the current issues affecting the autonomy and progress of the Occupational Therapy profession in Malaysia. Three key concerns emerged. These were:-i) low numbers of occupational therapists in Malaysia, ii) low quality and lack of university-based education and iii) low professiona...

Innovations are based on the good ideas of individuals; therefore, it is very important to better understand the role that individuals and their personal characteristics play in innovative initiatives. The aim of the current study was to test the relationships between employees' personal values and their innovative behavior. It was hypothesized that these relationships are mediated by an employee's job autonomy. We integrated Schwartz's basic human values theory with the notion that job autonomy is an important job characteristic that can be redesigned to better fit employees' preferences. The study results (obtained from 263 employees in different branches) showed that openness to change and self-enhancement values are positively related to job autonomy, whereas conservation and self-transcendence values are negatively related to job autonomy, which confirms that personal values are important in explaining autonomy in the workplace. In addition, employees' self-enhancement values are positively related to their innovative behavior, while conservation and self-transcendence values are negatively related to innovative behavior. Mediation analysis with a bias-corrected bootstrapping method showed that job autonomy is a significant mediator of the relationships between employees' personal values (except for openness to change) and their innovative behavior. Our research extends the theory of basic human values, showing that values serve as a personal basis for innovative behavior. Our results also contribute to the innovation research by demonstrating the importance of personal values and job autonomy for innovative behavior in organizations.

Employee roles in organization become more significant nowadays, organizations need also to focus on the change in the composition of the employee generation group in the future. Millennials are now starting to work at a very large number, and they will shape the world of work in the future. Millennial is also identical with high employee turnover rates. This research focuses on determining the factor influencing the employee retention especially for millennial generation. This examined the following factors: Development Opportunities, Leadership, Job Autonomy, Work Environment, and Compensation. Data collection was done through survey using questionnaire to 236 millennial employees. Data Analysis was done using multiple linear regression. The study concludes that Development Opportunities, Leadership, Job Autonomy, Work Environment dan Compensation have positive influence on Employee Retention in millennial generation at XYZ Foundation. Based on all variables in this research, we can conclude that compensation have a significant influence on Employee Retention. The coefficient of determination in this study is 0.322, while the rest is explained by other variables outside the model. The organization need to review the compensation scheme and communicate to the employees, especially the millennial generation.

The purpose of this study was to investigate the impact of causal effect of core self-evaluation, job autonomy and occupational hardiness on teachers' job performance. A causal correlational design was used in this research. The statistical population of this study consisted of all teachers working in Education Administration of Chaipareh City (West Azarbaijan) in the Academic Year 2017-2018 (N=306), among whom a total of 306 individuals were selected using random cluster sampling. The research tools used in the present study included Occupational Hardiness Questionnaire (Moreno-Jiménez, Rodríguez-Muñoz, Hernández and Blanco, 2014), Job Performance Questionnaire (Patterson, 1990), Core Self-evaluation Scale (Judge, Erez, Bono and Thoresen, 2003) and Job Autonomy Scale (Ganster, 1989).
The content validity of the questionnaires was confirmed by experts. Besides, internal reliability of the forenamed tools was examined through Cronbach's Alpha Test (0.79 for Hardiness, 0.84 for Job Performance, 0.79 for Core Self-evaluation and 0.85 for Job Autonomy). Data analysis was performed using Pearson Correlation Test and Path Analysis method to evaluate the causal model using SPSS and AMOS software. The results showed a positive, direct and significant relationship between job performance and occupational hardiness, job autonomy and core self-evaluation (p < 0.001). In addition, the research data fitted with conceptual model of research and the structural equation model showed that it was possible to explain the teachers’ job performance through occupational hardiness and job autonomy.

Purpose-The purpose of this paper is to assess the relative influence of personality (locus of control) and situational control (job autonomy) on the experience of work-to-family conflict (WFC), family-to-work conflict (FWC), and positive work-family spillover (PS). Design/methodology/approach-Using data from the 2002 National Study of the Changing Workforce (n ¼ 3,504) and from O * Net, an independent database of occupational characteristic ratings, regression analysis was used to test direct effects, relative weights analysis was used to determine the relative influence of locus of control and job autonomy on work-family outcomes, and mediation analysis was used to examine the mediating influence of perceived job autonomy. Findings-Dispositional control (i.e. internal locus of control) was more strongly associated with the outcome variables than was situational control (i.e. objective job autonomy). As expected, internal locus of control was negatively related to WFC and FWC, and positively related to PS. Job autonomy, however, was unexpectedly related to higher levels of FWC and was unrelated to WFC and PS. Relative weights analysis revealed that situational vs dispositional control were differentially related to the outcome variables. Perceived job autonomy mediated the relationship between locus of control and WFC and PS. Research limitations/implications-The correlational design prevents conclusions about causality. Practical implications-Knowing that both personality and job autonomy are important in understanding work-family outcomes enables managers to intervene appropriately. Originality/value-This study increases our understanding of the role of personality in relation to work-family outcomes. In addition, it used a novel technique to partial the effects of situational and dispositional control, and used an objective measure of job autonomy.

This study examined perceived work-related demands emanating from social and economic change (i.e., increasing labor market
uncertainties, nonstandard work hours, and job autonomy), with a special focus on work status (self-employed vs. employed). We studied a sample of young and middle-aged adults from Germany (N = 1,017). Increasing job autonomy buffered the negative effect of increasing nonstandard work hours on job satisfaction. Mediation analyses suggest that the self-employed, compared to wage-earners, enjoy higher levels
of job satisfaction because they are confronted with fewer negative manifestations of change. We further found different job satisfaction effects of increasing nonstandard work hours and job autonomy in employed versus self-employed individuals, which merits further clarification in future research.

This research was accomplished to explore the effect of different factors of work-life balance on employees’ job satisfaction. Sargodha being revenue generating city in terms of exporting citrus (fruit) deals with banks for large payments. This research is to clarify the relationship between job satisfaction and work life balance factors in banking sectors. There were about 120 questionnaires circulated among the employees of banking sectors. Out of which 88%) questionnaires were returned. The data analysis was done by using SPSS and multiple regression analysis was performed to find out the impact rate of different factors. All the variables discussed in this study results in positive relationship with job satisfaction of employees. In null hypothesis all variables were same as derived except job stress and intention to leave. In derived results job stress and employees’ intention to leave job shows positive relation with employee job satisfaction. The reasons found are the imprope...

ÖZET Bu çalışma mesleki özerkliğin kavramsal analizi ile örgüt ve işgören başarısındaki kilit rolü üzerinde odaklanmaktadır. Bu bağlamda çalışmanın amacı, yöneticilerin mesleki özerklik algıları ve beklentileri ile bunlar arasında bir fark olup olmadığını Süleyman Demirel Üniversitesi Sağlık Araştırma ve Uygulama Merkezi'nde yapılan ampirik bir araştırmayla ortaya koymaktır. Araştırma Süleyman Demirel Üniversitesi, Sağlık Araştırma ve Uygulama Merkezi'nde görev yapmakta olan yöneticilerin mesleki özerklik algıları ile beklentileri arasında farklar olduğu gerçeğini gözler önüne sermektedir. Buna göre Süleyman Demirel Üniversitesi, Sağlık Araştırma ve Uygulama Merkezi'nde görev yapmakta olan yöneticilerin özellikle gelirlerine etki edebilme düzeylerine ilişkin algılarının oldukça düşük, beklentilerinin ise yüksek olduğu gözlemlenmektedir. Benzer şekilde araştırma sonuçları hastane yöneticilerinin mesleki özerklikle ilgili algı ve beklentilerinin diğer meslek grubunda bulunan (doktor, hemşire, diğer sağlık personeli, idari personel) yöneticilere oranla daha yüksek olduğunu göstermektedir. Anahtar Kelimeler: Mesleki özerklik, bağımsız uygulama. ABSTRACT This study focuses on the conceptual analysis of job autonomy and its critical role for organization and employee success. The aim of this study is to investigate managers' perceptions and expectations for job autonomy as well as whether a difference exists between their perceptions and expectations by an empirical research carried out in the Health Research and Practice Centre of Suleyman Demirel University. The results show that there is an outstanding difference between managers' perceptions and expectations for job autonomy. Research findings show that managers' effect level on their pay is very low, but their expectations are very high. According to the research results, hospital managers' percepions and expectations for job autonomy are higher than that of other (doctor, nurse, health technician, administrative staff) manager groups.

Purpose -The purpose of this paper is to assess the relative influence of personality (locus of control) and situational control (job autonomy) on the experience of work-to-family conflict (WFC), family-to-work conflict (FWC), and positive work-family spillover (PS). Design/methodology/approach -Using data from the 2002 National Study of the Changing Workforce (n ¼ 3,504) and from O * Net, an independent database of occupational characteristic ratings, regression analysis was used to test direct effects, relative weights analysis was used to determine the relative influence of locus of control and job autonomy on work-family outcomes, and mediation analysis was used to examine the mediating influence of perceived job autonomy. Findings -Dispositional control (i.e. internal locus of control) was more strongly associated with the outcome variables than was situational control (i.e. objective job autonomy). As expected, internal locus of control was negatively related to WFC and FWC, and positively related to PS. Job autonomy, however, was unexpectedly related to higher levels of FWC and was unrelated to WFC and PS. Relative weights analysis revealed that situational vs dispositional control were differentially related to the outcome variables. Perceived job autonomy mediated the relationship between locus of control and WFC and PS.