Information regarding job satisfaction within an organization using a matrix structure is limited. This paper provides empirical evidence regarding the difference in job satisfaction between project managers and functional managers in one matrix organization: a government research and development center. Key findings of this research include the identification of the factors that provide job satisfaction for both groups and the significant difference in job satisfaction between the groups. The perceived efficiencies provided by the matrix structure may be negated by the lack of job satisfaction experienced by the functional managers.
DavisStanley M., & LawrencePaul R. (1977). Matrix.Addison-Wesley.
2.
DenisHelene (1986). Is the matrix organization a cumbersome structure for engineering projects?Project Management Journal, 22(1), 49–55.
3.
FordRobert C., & RandolphW. Alan (1992). Cross-functional structures: A review and integration of matrix organization and project management.Journal of Management, 18(2), 267–294.
4.
GalbraithJay (1971). Matrix organizations designs—How to combine functional and project form.Business Horizons, 29–40.
5.
HerzbergFrederick, MausnerBernard, & SnydermanBarbara Block (1959). The motivation to work (2nd ed.). New York: John Wiley & Sons.
6.
KolodnyHarvey F. (1981). Managing in a matrix.Business Horizons, 24(2), 17–24.
7.
LarsonErik W., & GobeliDavid H. (1987). Matrix management: Contradictions and insights.California Management Review, 21(4), 126–138.
8.
PhillipchukJim, & WhittakerJohn (1996). An inquiry into the continuing relevance of Herzberg's motivation theory.Engineering Management Journal, 8(1), 15–20.
9.
UtleyDawn (1995). Empirical validation of classical behavioral concepts with respect to quality enhancement implementation in engineering organization. (Doctoral Dissertation, University of Alabama in Huntsville, Appendix A, 1995).
