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Employee satisfaction with meetings: A contemporary facet of job satisfaction

Steven G. Rogelberg, University of North Carolina at Charlotte
Joseph A. Allen, University of Nebraska at Omaha
Linda Shanock, University of North Carolina at Charlotte
Cliff Scott, University of North Carolina at Charlotte
Marissa Shuffler, University of Central Florida

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 significantly 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 confirmatory (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.

Suggested Citation

Steven G. Rogelberg, Joseph A. Allen, Linda Shanock, Cliff Scott, and Marissa Shuffler. "Employee satisfaction with meetings: A contemporary facet of job satisfaction" Human Resource Management 49.2 (2010): 149-172.
Available at: http://works.bepress.com/joseph_allen/2