摘要:

AbstractDistinct forms of reactions to sexual harassment were identified in the current study, and a classification scheme was developed based upon those reactions. One hundred forty two male and 100 female upper‐division undergraduate management students and 44 working women read 18 randomly ordered scenarios, each of which depicted a woman being exposed to a different form of sexual harassment by a man. For each incident, the subjects were asked to write down what they themselves would do if they were in the woman's place. The resulting 5148 open‐ended responses were systematically sorted into 10 classes of reaction types. In addition to assessing the reliability and validity of the classification scheme, the relative frequency of employment of the various classes was examined. Comparisons of the reactions of men and women students and comparisons of the reactions of working women and women students yielded few significant differen

ISSN:0894-3796    

DOI:10.1002/job.4030100102

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractThis study addressed some conceptual issues central to understanding human reactions to dangerous settings and empirically explored the meaning of physically dangerous work in three different occupational groups (street patrol officers,n=96; investigators,n=21; and clerical and support service workers,n=60) practicing in the same organizational setting (city police department). Objective hazards, estimated with occupational risk statistics, explained 56 per cent of the variation in experienced physical danger which, in turn, significantly heightened emotional exhaustion, dissatisfaction with pay, and disaffection from the employing organization, in the street patrol officer group only, perceived physical danger significantly correlated with task variety, task significance and feedback. The data are interpreted to mean that for street patrol officers, experienced physical danger adds a modicum of enrichment and significance to the work itself. One theme of the analysis is that potentially stigmatic features of the work can be transformed into socially meaningful illusions that enhance the personal dignity of the performer (cf.Hughes, 1958). However, the dominant theme is that physically dangerous work produces fear and related affective distress. Further research on this topic is recommended because of the affective and behavioral consequences of perceived physical danger and also because definitions and meanings of dangerous work are socially, politically and morally important.

ISSN:0894-3796    

DOI:10.1002/job.4030100103

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractAn earlier model of the consequences of role conflict and role ambiguity is expanded to incorporate antecedent job conditions and the outcome of organizational commitment. This newer model clarifies the impact of role stressors on commitment and other established outcomes (i.e. tension, job dissatisfaction, and turnover intention). The antecedent job conditions are added in consideration of research indicating that role conflict and ambiguity do not directly influence affective and behavioral reactions when other perceptions of the work environment are included in the analysis. A LISREL analysis of this model with cross‐validation on an independent sample indicated that the direct effects of participation and co‐worker social support on job satisfaction may account for the direct effects of role conflict and role ambiguity on satisfaction and turnover intention observed in previous studies. In addition, organizational commitment appeared to mediate the effects of other variables on turnover intention. Implications for theories of role‐related variables and directions for future research are disc

ISSN:0894-3796    

DOI:10.1002/job.4030100104

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractEarly work role adjustment is hypothesized to be a function of previous work experiences, early organizational experiences, and personality differences. Formal collective induction into an organization was compared with informal individual induction. Induction mode was the dominant variable which predicted adjustment four months after employment. Formal collective induction contributed to higher job satisfaction and lower work/family conflict. The mode of induction did not affect team cohesion, role conflict, role ambiguity, or perceived worker influence in the workplace. Self‐monitoring, a personality variable, contributed to the prediction of work/family conflict. Inducation mode did not interact with other independent variables in predicting job satisfaction or work/family conflic

ISSN:0894-3796    

DOI:10.1002/job.4030100105

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030100106

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030100107

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030100108

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030100109

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030100110

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

ISSN:0894-3796    

DOI:10.1002/job.4030100101

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY