A model hypothesizing differential relationships among predictor variables and individual commitment to the organization and work team was tested. Data from 485 members of sewing teams supported the ...existence of differential relationships between predictors and organizational and team commitment. In particular, intersender conflict and satisfaction with coworkers were more strongly related to team commitment than to organizational commitment. Resource-related conflict and satisfaction with supervision were more strongly related to organizational commitment than to team commitment. Perceived task interdependence was strongly related to both commitment foci. Contrary to prediction, the relationships between perceived task interdependence and the 2 commitment foci were not significantly different. Relationships with antecedent variables help explain how differential levels of commitment to the 2 foci may be formed. Indirect effects of exogenous variables are reported.
Social exchange theory suggests that employees feel commitment toward both their employing organizations and their work teams, while also experiencing varying levels of support from these same ...entities. Unfortunately, previous work has neither fully explored this possibility nor tested the capacity of currently available instruments to adequately measure the distinctiveness of the associated constructs. To address this need, we collected data from 902 employees in four diverse organizations. As predicted, respondents distinguished among organizational commitment, team commitment, organizational support, and team support. Furthermore, as predicted, perceived support from an entity predicted commitment to that same entity.
This field study investigated whether perceived team support and team commitment relate to employee outcomes differently than perceived organizational support and organizational commitment. A LISREL ...analysis was conducted on data from 380 manufacturing plant employees and 9 supervisors. Job performance was related to team commitment; intention to quit was related to organizational commitment; and organizational citizenship behavior was related to both team and organizational commitment. Commitment mediated the relationships between support and the outcome variables.
"B. Curtis Eaton is one of Canada's leading microeconomists. As an applied economic theorist, Eaton has contributed greatly to industrial organization literature and has also worked in labour ...economics, economic geography, and organizational theory. The essays in this volume, by former students and present and former colleagues, call attention to the path-breaking work of Professor Eaton. The first two chapters provide a short overview of Eaton's research contributions and argue that his work laid the foundation for important research programs across the country. The remaining chapters, including an unpublished paper by Eaton himself, consist of original work that can be divided into the three broad categories of industrial organization and spatial competition, trade and productivity, and social interaction. Not only a collection of laudatory essays, Industrial Organization, Trade, and Social Interaction presents cutting edge research by leading scholars."--BOOK JACKET.
Three motivational theories (need, goal, and reinforcement) suggest that recognition programs should increase employee attendance. A 1‐year, quasi‐experimental field study of absenteeism was ...conducted at 4 manufacturing plants with a total 1,100 employees. The study compared a public recognition program for improving work attendance with 3 types of controls. The personal recognition treatment showed (a) significant decreases ranging from 29% to 52% for each quarter's baseline assessment, and (b) significant decreases when the control groups showed no decrease. Employees had favorable perceptions of the public recognition program.
Attitudinal, performance, and demographic data from 1200 workers on self‐directed teams are examined to determine if racial composition affects team performance, if African‐Americans and whites have ...different attitudes toward their teams and team performance, and whether any differences explain performance differences associated with different racial composition. Results indicate that racial composition affects team performance and racial differences in team and performance‐related attitudes. Differences in attitudes reduce, but do not eliminate, racial composition effects on team performance.
The unique relationship of perceived pay level equity, perceived appraisal accuracy, merit increase satisfaction, trust in supervisor, and trust in top management to employee beliefs that pay is tied ...to performance was investigated in a sample of 658 managerial, professional, and clerical employees. Pay level equity, merit increase satisfaction, and trust in top management exhibited a significant unique relationship. Post hoc analysis found appraisal accuracy exhibited a significant unique relationship with belief that pay is tied to performance among employees receiving a lower or higher than expected performance appraisal, but not among employees receiving the expected performance appraisal.
High-precision 1H(e,e'p)pi(0) measurements at Q2 = 0.126 (GeV/c)2 are reported, which allow the determination of quadrupole amplitudes in the gamma*N-->Delta transition; they simultaneously test the ...reliability of electroproduction models. The derived quadrupole-to-dipole ( I = 3/2) amplitude ratios, R(SM) = (-6.5+/-0.2(stat+sys)+/-2.5(mod))% and R(EM) = (-2.1+/-0.2(stat+sys)+/-2.0(mod))%, are dominated by model error. Previous R(SM) and R(EM) results should be reconsidered after the model uncertainties associated with the method of their extraction are taken into account.
Inconsistent findings have been reported in the few studies investigating the relationship between the perceived value of pay and incentive performance. One hundred and seventy-eight female incentive ...employees with a nine-week, non-judgmental performance measure responded to a developed valence of pay scale. This measure used items assessing the perceived ability of pay to address employee needs. Three factor-scales were found within these items. Support for the hypothesized positive relationship between pay valence and incentive performance was found, dependent on which of the three scales was used. These findings provide initial insight into the means by which pay, with its ability to address different needs, might provide differential employee motivation and performance levels. This study and future research issues are discussed.
This study explores the relationship between country-based and culture-based differences in pay practices. Pay data from forty-one manufacturing industries in twenty-eight countries across five ...different culture clusters were examined. Although significant differences were found between countries in terms of pay level, the largest portion of the variance in the relationship between wages and benefits is due to cultural affiliation. The implications for cultural clustering theory and international pay decisionmaking are discussed.
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