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Descripción de la editorial
Research examining the impact of specific extrinsic and intrinsic factors on satisfaction can be traced back to the Human Relations era of organizational theory which began in the late 1920s. After 80 years, however, researchers are still continuing to study factors that affect satisfaction (Brewer, Selden, & Facer, 2000; Bright, 2008; Crewson, 1997; Dehart-Davis, Marlowe, & Pandey, 2006; Naff & Crum, 1999; Perry, 1996; Rainey & Steinbauer, 1999) because there is still a lot that is unclear (Perry and Wise 1990). As a result, questions arise as to whether or not public officials know which factors can increase the satisfaction of their employees. One possible factor that can enlighten public officials is organizational effectiveness. The belief is that employees want their organization to achieve its goals and mission and, when it does, organizational effectiveness serves as an intrinsic incentive that can improve job satisfaction. Thus employees may respond to additional factors besides financial incentives. While this association is very important, as it can explain job satisfaction differences across government agencies, it is seldom studied.