Antecedents of employee job satisfaction: Do they matter?

This research investigates the collective effect of (1) the employee–organization relationship, (2) the employee–supervisor relationship, and (3) the employee–coworker relationship on employee job satisfaction. The empirical application considers a data sample comprising 374 valid observations and uses qualitative comparative analysis (QCA) in its fuzzy set variant to test the model. A second-stage analysis compares the results with the results of alternative methodologies. The findings reveal that three different paths explain job satisfaction: (1) teamwork, identification with the strategy, and the absence of employee work–family balance; (2) employee work–family balance, autonomy, and identification with the strategy; and (3) supervisor support and identification with the strategy. The study concludes with a discussion of managerial applications.