Our presentation is looking at the ways in which changes in technology affect employee satisfaction and how managers can help improve job satisfaction specifically in the field of accounting. Job satisfaction has a large impact on job performance and employee retention so managers being able to improve satisfaction even during times of change is important for the well being of both employees and firms.

Buky Folami, L., Asare, K., Kwesiga, E., & Bline, D. (2014). The Impact of Job Satisfaction and Organizational Context Variables on Organizational Commitment. International Journal of Business & Public Administration, 11(1), 1–18

The above authors used a survey to look at the effects of job satisfaction on employee commitment to the organization and what factors of an organization affect employee job satisfaction. The authors focused on organizational formalization, flexibility, centralization, complexity, and employees perceived uncertainty and how these factors affect job satisfaction. The above study found that job satisfaction correlated positively with organizational commitment. The survey focused on those working in accounting firms. Our project looks at job satisfaction in accounting and how that may impact firms. The above article shows that job satisfaction affects firms as well as gives ideas on how firms can improve employee job satisfaction.

Bourne, Joshua. (2021). What is Job Satisfaction and Why Is It Important. Positive Psychology. https://positivepsychology.com/job-satisfaction/ 

The above article gives a clear definition of what job satisfaction is, the factors of a job that influence it, and why it matters to firms if employees are satisfied. As our project looks directly at job satisfaction it is important to start with a clear definition. The above article also gave arguments as to why firms should pay attention to this aspect of employees. The article also gave us a starting point for the factors that impact job satisfaction and therefore ways in which managers can influence and improve employees job satisfaction. 

Danford, A., Richardson, M., Stewart, P., Tailby, S., & Upchurch, M. (2008). Partnership, high performance work systems and quality of working life. New Technology, Work & Employment, 23(3), 151–166.

https://doi-org.ezproxy.library.wwu.edu/10.1111/j.1468-005X.2008.00210.x

OB Journal 

This article talks about how high performance practices taken in place have had little impact on employees or their job satisfaction.  New techniques placed have not increased employment attachment.  The new management techniques have only brought negative effects like stress and not so high performance.  There was research done on different organizations.  But there were also models shown of the employees who did experience greater commitment and job satisfaction where it was mentioned they are likely to have higher performance.  There were various things mentioned in the models like work hours, job satisfaction scale, and job flexibility etc.  

Fedor, D. B., Caldwell, S., & Herold, D. M. (2006). The Effects of Organizational Changes on Employee Commitment: A Multilevel Investigation. Personnel Psychology, 59(1), 1–29. 

This article addresses the different factors that are at play when it comes to employees’ commitment to an organization that is undergoing any type of change, and investigates what either strengthens or weakens that commitment. While an organization is facing a change, the outlook of an employee greatly impacts the extent to which they will remain committed to their job, and if they perceive that the change impacts themselves more than their surrounding workers, their commitment levels will decline. However, it was established that if management is committed to remaining competitive and improving organizational performance through efforts to enhance work unit functioning, then commitment levels from employees increase.

Due to the credibility of this source and the conclusions drawn from the research conducted, the reasoning from this journal can be used in such a way to support our main objective of pointing out the relationship between employee commitment and the proactive actions that managers can take to maintain a high level of commitment amidst changing environments. We can figure that the efforts made by top management during change will influence the degree at which employees will stay committed. Overall, this is an important predictor of job satisfaction, and therefore guides the performance of the firm. 

Hiltebeitel, K. M., Leauby, B. A., Larkin, J. M., & Morris, T. W. (2000). Job Satisfaction among Entry-Level Accountants. CPA Journal, 70(5), 76.

The above authors looked into the job satisfaction of entry-level accountants, those who had graduated in the last three years, as well as steps firms were taking to improve job satisfaction. The authors found that while participants found satisfaction in the work itself there were areas of improvement in both management and culture. Firms are interested in improving employee job satisfaction as a way of reducing turn over. The author highlights how firms are using mentoring programs, flexible hours, and improved performance feedback to improve job satisfaction. The above article gave our group a direct look into job satisfaction in accounting and how most dissatisfaction came more from management than the work itself. The ways that firms are looking to improve satisfaction gave us a starting point to extrapolate ways in which managers can help employees during times of technology change. 

 Lala, Z., Poole, V. B., & Kimmel, S. B. (2021). Adapting to New Technology in the Accounting Industry. Business Education Innovation Journal, 13(2), 37–42.

This article is about how firms are not properly teaching or training their students for when they get jobs. They are almost set up for failure. Firms are often looking to see if we have technological training and are more likely to get hired. They are also making changes to the CPA exam to modify these requirements. This helps CPA’s to focus on the higher end tasks that require further attention. It makes making decisions easier since they have training to use entered data.

Leonard-Barton, & Kraus, W. A. (1985). Implementing new technology. Harvard Business Review,  63(6), 102.

 The above authors draw on their personal experiences in consulting work as well as research done both by themselves and others in finding the best ways to integrate new technology into a company. The authors look at how new technology affects employees and ways that the company and managers can help employees embrace new technology. The authors suggest looking at it from a marketing perspective with the goal being to find the right technology as well as the right way of marketing the technology to the employees. As our project is looking at ways managers can improve employee job satisfaction the above article is a great resource in showing one way of getting employees to embrace new technology. 

Danielle Bauder, Chase Cordray, Matthew Kafuu, Lilianna Rice, Jennifer Rosas