ISSN:0894-3796    

DOI:10.1002/job.4030160502

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractYou are a business owner who has just taken out a loan to manufacture a new high technology product, for which you have lucrative orders. Although you thought you could make the product to specifications, you have not been able to do so. You will not be able to meet the delivery deadline and cash is running short — so short that it is threatening the viability of the rest of your business. Things are in a critical state, but you desperately want the product to succeed. You have several options. You could tell the customers about your problems, ask for a postponement of the deadline, and hire an outside consultant to help with the product. But this will anger your customers, take time and not solve your cash flow problem.You could also get another bank loan by telling the bank's president that you need it to expand an old line of business. You know he will refuse more money for the new product, but he does not have to be told how you will actually use the money. The loan will take a while to process but you need money now. You can get it from your children's college savings accounts; it would upset your wife (who helped fund the accounts) and the kids, but you do not have to tell them and can repay later. You can also borrow money from the employee pension fund. The employees do not have to know. Finally, you can ship the products even though they do not meet specs, and hope that nobody finds out right away. You can use customers' payment to pay back the various loans and worry about fixing the product later.What should you do? Should you take the honest route or the dishonest route?Clearly, you have to make a moral choice, but you can only do so by reference to a moral code. In this essay we will address three questions: (1) What are the main moral codes that have been accepted throughout the centuries and what are their views on honesty? (2) Why are they inadequate and what would be a rational moral code and its argument for honesty? (3) How would one apply it to the issue of businessmen being hones

ISSN:0894-3796    

DOI:10.1002/job.4030160503

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractIn the present study, 136 undergraduate commerce students participated in a simulation of the job application process by completing one of two application blanks (discriminatory versus non‐discriminatory), that did or did not include a statement about the organization's commitment to employment equity. The results indicated that subjects who completed the application blank without the discriminatory questions had significantly more positive reactions of organization attractiveness, job application success, motivation to pursue employment with the organization, job acceptance intention, fairness of the organization's treatment of its employees, and likelihood of recommending the organization to friends in comparison to subjects who completed the application blank with discriminatory questions. In addition, subjects who believed the organization had an employment equity program were more positive about their motivation to pursue employment with the organization, job acceptance intention, the fairness of the organization's treatment of its employees, and the likelihood of recommending the organization to friends. The research and practical implications of these findings for recruitment and selection are discusse

ISSN:0894-3796    

DOI:10.1002/job.4030160504

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractCurrent approaches to job design and job stress, and their application in the context of new manufacturing technologies and practices, call for new widely applicable measures of job properties. In response to this need, Jackson, Wall, Martin and Davids (1993) described the development of new scales of timing control, method control, monitoring demand, problem‐solving demand and production responsibility. This article provides further evidence concerning these measures, based on the responses of nearly 1700 employees from five separate samples. The evidence includes: investigation through confirmatory factor analysis of the applicability of the underlying five‐factor measurement model on two new samples; improvement of the problem‐solving demand scale; a test of the replicability of the measurement model by formal factorial invariance tests across four samples; additional information on scale reliability and construct validity; and normative data for a wide range of shopfloor and related

ISSN:0894-3796    

DOI:10.1002/job.4030160505

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractThis study examined individuals' beliefs about older workers. Of particular interest was the relationship between those beliefs and individuals' (a) interactions with older workers, (b) supervisory status, and (c) demographic variables. Findings indicated that although older workers hold more positive beliefs about older workers than younger workers hold, even younger workers tended to have generally positive beliefs. Chronological age was found to moderate two relationships. First, the number of younger workers' interactions with older workers significantly, positively affected younger workers' beliefs about older workers. Second, an examination of the interaction between supervisory status and age found that older supervisors hold more negative beliefs about older workers than younger supervisors.

ISSN:0894-3796    

DOI:10.1002/job.4030160506

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractThis study examined whether an employee's level of absenteeism was affected by age, organizational tenure, perceptions of interactional justice, affective and continuance commitment, and the perceived absence norm in the employees' work unit or department. One hundred and sixty‐six nursing and food services employees in a mid‐size chronic care hospital provided attitudinal and perceptual data on an employee survey. Absence data (absence frequency and total days absent) were collected during the 12‐month period immediately following an employee survey. Hypothesized relations between the various individual‐ and group‐level factors and employee absenteeism were specified in a structural model and tested using LISREL 7 (Joreskog and Sorbom, 1989). General support was found for the study h

ISSN:0894-3796    

DOI:10.1002/job.4030160507

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractThe study presents a new variable, role justice, pertaining to the perceived fairness of role senders reaction when the focal individual is under conflict, ambiguity, overload, or restricted latitude. The effect of this variable on symptoms of strain was explored, with the expectation of finding either additive or interactive effectsvis‐à‐visthe above four role stressors. Using hierarchical multiple regression, the data supported the additive model which suggested that role injustice constitutes an additional source of stress. The study was conducted with a sample of hospital nurses, known to have significant levels of job stress. The results suggest that the role stress model ought to be expanded to include social appraisal constructs because of the social origin of the stressor variables it deals

ISSN:0894-3796    

DOI:10.1002/job.4030160508

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030160509

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030160510

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030160511

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY