2010/03/01 by Steven G. Rogelberg, Joseph A. Allen, Linda Shanock +4
Business, Management and Accounting · Psychology · Social Sciences · #Job Satisfaction and Organizational Behavior #Public Relations and Crisis Communication #Team Dynamics and Performance
paper · pdf · doi:10.1002/hrm.20339
openalex publication_date 2010/03/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/01
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. ©2010 Wiley Periodicals, Inc.