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The importance of organizational level decision latitude for well-being and organizational commitment

机译：组织层面的决策自由度对幸福感和组织承诺的重要性

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Purpose - This paper aims to focus on participation in the workplace and examines the relative importance of different dimensions of job control in relation to subjective well-being and organizational commitment. These dimensions are job autonomy (within a given job), functional support (from supervisor and colleagues) and organizational level decision latitude (shop-floor consultancy on process improvements, division of labor, workmates, targets, etc.). Interaction with work intensity is looked at as well. Design/methodology/approach - Measurements and data were taken from the European Working Conditions Survey, 2010. The paper focusses on salaried employees only. The sample was further limited to employees in workplaces consisting of at least 50 workers. There are 2,048 employees in the final sample, from Denmark, Ireland, The Netherlands, Finland, Sweden and the UK. In this paper, the focus is not on differences between countries, and adding more countries would have introduced too many country characteristics as intermediate variables. Findings - In the regression analyses, functional support and organizational level decision latitude showed stronger relations with the outcome variables than job autonomy. There was no relation between work intensity and the outcome variables. Two-way interactions were found for job autonomy and organizational level decision latitude on subjective well-being and for functional support and organizational level decision latitude on organizational commitment. A three-way interaction, of all job control variables combined, was found on organizational commitment, with the presence of all types of job control showing the highest organizational commitment level. No such three-way interaction was found for subjective well-being. There was an indication for a two-way interaction of work intensity and functional support, as well as an indication for a two-way interaction of work intensity and organizational level decision latitude on subjective well-being: high work intensity and low functional support or low organizational level decision latitude seemed to associate with low well-being. No interaction was found for any dimension of job control being high and high work intensity. Research limitations/implications - Although this study has all the limitations of a cross-sectional survey, the results are more or less in accordance with existing theories. This indicates that organizational level decision latitude matters. Differentiation of job control dimensions in research models is recommended, and so is workplace innovation for healthy and productive jobs. Originality/value - Most theoretical models for empirical research are limited to control at task level (e.g. the Job Demand-Control-Support model of Karasek and Theorell. The paper aims at nuancing and extending current job control models by distinguishing three dimensions/levels of job control, referring to sociotechnical systems design theory (De Sitter) and action regulation theory (Hacker) and reciprocity " (Akerlof). The policy relevance regards the consequences for work and organization design.
机译：目的-本文旨在专注于工作场所的参与，并研究与主观幸福感和组织承诺有关的工作控制的不同方面的相对重要性。这些维度是工作自治（在给定的工作范围内），功能支持（来自主管和同事）和组织级别的决策自由度（有关流程改进，分工，同事，目标等的车间咨询）。还研究了与工作强度的相互作用。设计/方法/方法-测量和数据来自2010年欧洲工作条件调查。本文仅关注受薪雇员。样本进一步仅限于由至少50名工人组成的工作场所中的雇员。最终样本中有2,048名员工，分别来自丹麦，爱尔兰，荷兰，芬兰，瑞典和英国。在本文中，重点不是国家之间的差异，而增加更多的国家会引入太多的国家特征作为中间变量。发现-在回归分析中，功能支持和组织层面的决策纬度显示出与结果变量的关系比工作自主性更强。工作强度与结果变量之间没有关系。在工作自主性和组织级决策自由度对主观幸福感的支持上，以及对职能支持和组织级决策自由度对组织承诺的双向互动被发现。在组织承诺上发现了所有工作控制变量组合在一起的三向交互，所有类型的工作控制的存在都显示出最高的组织承诺水平。没有发现这样的三向互动可带来主观幸福感。有工作强度和功能支持的双向交互作用的指示，也有工作强度和组织级别的决策自由度对主观幸福感的双向交互作用的指示：高工作强度和低功能支持或组织水平低的决策自由度似乎与幸福感低下有关。在高强度的工作控制中，没有发现任何交互作用。研究的局限性/意义-尽管这项研究具有横断面调查的所有局限性，但其结果或多或少与现有理论一致。这表明组织级别的决策范围很重要。建议区分研究模型中的工作控制维度，并建议针对健康和生产性工作进行工作场所创新。原创性/价值-大多数用于实证研究的理论模型都局限于任务级别的控制（例如Karasek和Theorell的工作需求-控制-支持模型。本文旨在通过区分三个维度/级别来细化和扩展当前的工作控制模型。工作控制，是指社会技术系统设计理论（De Sitter）和行动规则理论（Hacker）和“互惠”（Akerlof）。政策相关性考虑了工作和组织设计的后果。

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