JD-R Model Of Job Satisfaction

Job satisfaction is determined by individuals’ quality of work life (QWL) in an organization. The level of job satisfaction is attributed to the work environment considered as extrinsic to the job performed and the psychological feelings of satisfaction which is intrinsic and related to the job itself (Hezberg, 1959). The strength of these two factors have on QWL depends on its complexity and importance. For instance, individuals having high emotional work demand, and low job control and organizational support would most likely experience lower QWL and therefore job dissatisfaction.

In JD-R model, work demand is considered a health impairment process that refers to the physical, psychological, social and organizational aspects of the job

Woo (2009) suggested that job resources i.e. perceived organizational support is examined from three perspectives of support from management, support from supervisor and co-workers support. Management supports their employees by giving them the empowerment in performing tasks for the organization and their actions are considered actions of the organization. The actions performed by supervisors are considered as actions by the organization. Supervisor makes subordinates identify their goals, makes them achieve those goals and makes suggestions for rewards for their achievements. However, organizational support should not be restricted to only organization but also support from supervisor and the employees’ co-workers. The support from peers can influence employees positively which in turn influence employees’ perception of support from organization. The positive outcome of these relations establishes a linkage between organizational support and organization QWL therefore promoting job satisfaction.

Since JD-R model postulates that job resources buffer the impact of work demand in countering stress-reactions (Baker, Demerouti, Taris, Schaufeli, 2003), it would be logical to assume that organizational support would

Literature review has shown that collaboration across GDT sites is especially problematic in eight or more hour offset forcing professionals to work extended hours in their attempt to augment overlapping work hour window. It leads the study to hypothesize that global time demand of work as those experienced by GDT has a profound effect on employee job satisfaction.

H1: Global work time demand negatively affects satisfaction of GDT employees.

The second hypothesis is to address the research question on the influence of organizational support in restoring job satisfaction in the context of GDT. This assessment was based on the level of decision latitude, supervisory and co-worker support given to Malaysian virtual teams and the satisfaction derived from such support.

H2: Organizational support predicts employee job