ISSN:0894-3796    

DOI:10.1002/job.4030140102

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractA model of managerial burnout was examined among 148 human service supervisors and managers. The findings suggest that emotional exhaustion plays a central mediating role in the burnout process. Social support and direct control were associated with exhaustion through role stress. Job and life satisfaction, and time spent with clients and subordinates were also related to exhaustion. In turn, exhaustion was related to depersonalization, professional commitment, and turnover intentions. An expected reciprocal relation between exhaustion and helplessness was not found, as the former had only a weak impact on the latter. Implications for stress coping are discussed.

ISSN:0894-3796    

DOI:10.1002/job.4030140103

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractThis paper adopts the concept of status inconsistency from the wider sociological literature in order to explain one of the social psychological processes possibly underlying the linkage between organizational demography and occupational stress. In doing so, we review the methodological and theoretical difficulties that arise in applying status inconsistency to an organizational setting. After explicitly discussing our assumptions, we develop out of the literature a series of propositions explicating the nature of the relationships between demography, status, status inconsistency and occupational stress. In offering these propositions we not only attempt to show how status inconsistency may be used to explain many of the empirical relations found to exist between demography and occupational stress, but also try to show the potential value of the status inconsistency concept as both an independent and dependent variable in general organizational research.

ISSN:0894-3796    

DOI:10.1002/job.4030140104

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractThe measurement properties of the Rizzo, House and Lirtzman (1970) role conflict and role ambiguity scales have been debated in the research literature for several years. The criticisms are that the scales do not measure separate constructs and are contaminated by method variance. However, some researchers have presented evidence supporting the scales' continued use as independent measures. We attempted to clarify the running debate by re‐examining these issues and presenting additional data, which focused on the item level of analysis. Using confirmatory factor analyses and item statistics, we show discriminant validity for the role conflict and ambiguity scales across three diverse samples of workers. We also contend that the evidence for method bias is not as strong as previously argue

ISSN:0894-3796    

DOI:10.1002/job.4030140105

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractThe purpose of this study was to develop a profile of employees inFortune500 companies who are willing to relocate. The profile was developed on a demographically diverse random sample of 827 employees from 20Fortune500 corporations, all of whom had moved at least once for their current employer. Employees who were most willing to relocate were younger, their incomes were lower, their career ambitions higher, and their spouses more willing than those who were less willing to relocate. These employees could be found in sales/marketing and production functions. Their attitudes toward moving were also favorable. The single most important predictor of willingness to relocate was spouse willingness to relocate. This result suggests strongly that in the 1990s, corporations are going to have to address the concerns of spouses, if married employees are going to remain mobile. The study also cautions corporations about the shortsightedness of thinking of spouse and dual career issues as ’women's issues‘ and assuming that females and minorities are unwilling to reloc

ISSN:0894-3796    

DOI:10.1002/job.4030140106

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractBased on intergroup theory, this study examined relationships among group characteristics (racioethnicity, gender, and level), contextual organizational unit characteristics (gender and racioethnic heterogeneity, resource support for women and racioethnic minorities) and perceptions of diversity climate by faculty at a large university. Compared to white men, white women and racioethnic minorities placed greater value on employer efforts to promote diversity, and held more favorable attitudes about the qualifications of women and racioethnic minorities. The study found that group rather than contextual organizational unit characteristics were more strongly related to diversity climate. However, the organizational unit characteristic, gender heterogeneity, was significantly related to valuing diversity. The greater the ratio of women in a unit, regardless of the respondents' gender, racioethnicity or level, the more favorable diversity activities were viewed. In addition, units whose allocation of resources to racioethnic minorities were perceived as insufficient by respondents were more likely to have members who valued diversity and held favorable perceptions toward the qualifications of racioethnic minorities. Implications for organizations and future research are offered.

ISSN:0894-3796    

DOI:10.1002/job.4030140107

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractEmployee turnover is a topic of considerable interest within most organizations. Despite years of research, the antecedents of turnover remain elusive. Traditionally, studies have focused on job satisfaction and organizational commitment as the primary precursors of voluntary (as distinguished from involuntary) turnover. Increasingly, however, researchers have suggested investigating possible personality variables that may help explain even more variance in turnover. The social psychological construct of self‐monitoring was found to be such a variable. After the traditional predictors of satisfaction and commitment had been entered, self‐monitoring accounted for previously unexplained variance in turnover intentions. Furthermore, the pattern of relationships among the variables of job satisfaction, organizational commitment, and turnover intentions differed for high and low self‐monitors. Specifically, commitment was a better indicator of intent to leave among low self‐monitors but job satisfaction showed a stronger relationship among high self‐monitors. Implications for the organization and suggestions for further research are

ISSN:0894-3796    

DOI:10.1002/job.4030140108

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030140109

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030140110

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030140101

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY