Law and Business

The ticket to job satisfaction

A growing body of research explores the relationship between job satisfaction and important workplace attitudes and behaviours, including job performance, commitment, motivation, absenteeism and quitting intentions.

Associate Dean Research at ACU's Faculty of Law and Business Professor Thomas Lange has found that orientation training is a strong predictor of job satisfaction and facilitates the workplace socialisation of new employees, specifically by reducing the uncertainty about aspects of the job that are not always contractible.

The findings have important implications for human resource managers and practitioners, calling for a redirection of resources towards orientation training. This is especially important in a highly dynamic labour market environment where employee mobility and career changes have become the norm rather than the exception.

"Orientation training matters, and it arguably matters even more, given its predominance as a stronger predicator of job satisfaction than other type of training activity. Redirection of resources towards orientation training could increase the effectiveness of human resource strategies for creating an engaged and motivated workforce," said Professor Lange.

The findings are based on survey responses from nearly 7,000 male and female British employees in both public and private-sector organisations, using data from the British Household Panel Survey (BHPS). The positive relationship between orientation training and job satisfaction predominantly occurs in the public sector, for both men and women.

"The findings of our study reflect the view that public-sector firms are model employers who are more likely to exert effort and use tactics that ensure newcomers are competent with and socially accepted in various aspects of their work," said Professor Lange.

Profile image of Professor Thomas Lange

Biography note: Associate Dean Research at the Faculty of Law and Business, Professor Thomas Lange is a leading international authority in the empirical human resource management and organisational behaviour research arena. An alumnus of the London School of Economics, he served several governments as Specialist Advisor. His research-informed policy proposals were debated publicly during parliamentary sessions in the United Kingdom and his academic work has been covered widely by international press and media outlets. His scholarship informed the policy work of, among others, the World Bank, ILO, OECD, European Commission, and the United Nations. Previous leadership positions included Research Dean, Dean (Leadership and Change Management), Executive Dean and Pro Vice-Chancellor in the United Kingdom, New Zealand and Australia.