Conventional vs. Worker-Owned Organizations

Rhodes, Susan R.; Steers, Richard M.

doi:10.1177/001872678103401201

Cited by 181 publications

(104 citation statements)

References 32 publications

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“…Pay satisfaction can be seen as a surrogate for fairness and justice, which in return has a direct impact on employees' motivation and therefore their job satisfaction (Eby et al, 1999). Fairness and perceived pay equity, in addition, are linked to organizational commitment and turnover (Brooke, 1986;Greenberg, 1987;Rhodes and Steers, 1981;Williams, McDaniel and Nguyen, 2006). Hence, the degree to which an individual is committed to their employer can be enhanced by an individual's perception of how they are rewarded for their inputs.…”

Section: Pay Satisfaction and Turnover Intentmentioning

confidence: 99%

Pay Satisfaction, Job Satisfaction and Turnover Intent

Singh¹,

Loncar²

2010

155

129

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The purpose of this paper was to examine the relationships among pay satisfaction, job satisfaction, and turnover. While there is a fairly large body of literature on pay satisfaction/dissatisfaction-turnover relationship, there are reasons to expect different outcomes in occupations – such as social work and nursing – where job satisfaction, versus pay, may be of equal, if not greater importance. Essentially, it may be argued that in these sectors, workers are driven more by job satisfaction rather than their paychecks. Yet, there is little empirical research on this issue; thus, a primary purpose of this study is to address this research need. This study will add to the recent research that has focused on key human resources management and industrial relations issues related to the nursing profession in Canada. Furthermore, many studies use a unidimensional measure of pay satisfaction even though the literature suggests that there are better measures. Using a four-dimensional instrument in this study, we improve on past practices.Using a sample of 200 nurses in a unionized hospital in Ontario to test our hypotheses, we found support for both (viz., 1. The four pay dimensions will affect turnover intent differently; and 2. Job satisfaction will add incrementally to the explained variance in the pay satisfaction-turnover relationship). The findings support the contention that nurses may be more motivated by their jobs, versus their pay. The findings may be good news for organizations that want to better manage labour costs. There are different ways for hospitals to improve their workplace environment in order to increase satisfaction with intrinsic job factors and reduce turnover.Cet article examine la relation entre la satisfaction à l’égard de la rémunération, la satisfaction au travail et le roulement de la main-d’oeuvre. Alors qu’il existe un corpus plutôt vaste de littérature sur la satisfaction/insatisfaction à l’égard de la rémunération, il y a des raisons de penser que les résultats pourraient différés pour certaines professions, comme dans le cas du travail social et celui des soins infirmiers, où la satisfaction au travail comparativement à celle à l’égard de la rémunération peut être d’importance égale ou même supérieure. Essentiellement on peut argumenter que dans ces secteurs, les travailleurs et travailleuses sont davantage motivés par la satisfaction au travail que par leur chèque de paie. Pourtant il y a peu de recherche empirique sur ce sujet. Un premier objectif de l’étude est de combler en partie du moins ce manque. Elle ajoutera ainsi aux études récentes qui mettent l’accent sur la gestion des ressources humaines clés dans les organisations et les problèmes de relations industrielles liées à la profession des soins infirmiers au Canada. Plusieurs études utilisent une mesure unidimensionnelle de la satisfaction à l’égard de la rémunération alors que la littérature suggère que de meilleures mesures pourraient être utilisées. Aussi en proposant une mesure à quatre dimensions, nous croyons pouvoi...

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Section: Pay Satisfaction and Turnover Intentmentioning

confidence: 99%

Pay Satisfaction, Job Satisfaction and Turnover Intent

Singh¹,

Loncar²

2010

155

129

View full text Add to dashboard Cite

show abstract

“…However, a study by Rhodes and Steers (1981) of the plywood cooperatives found that, though per ceived commitment was higher than in conventional plywood mills, absenteeism did not differ significantly. Hammer, Landau, and Stern (1981) studied patterns of absenteeism following an employee/man ager buyout.…”

mentioning

confidence: 83%

“…Both the models presented by Conte (1982) and by Rhodes and Steers (1981) tie in worker ownership and participation to individual worker behaviors, but do not go much further to discuss the relation ship of these and other features of employee-owned firms to overall performance. Even when researchers try to establish the notion that worker ownership indirectly affects performance through the social system of the firm (Tannenbaum 1983), they focus on individual per formance, rather than that of the overall organization.…”

Section: Organizational Functioning and Labor Strategymentioning

confidence: 99%

“…At the level of the individual worker, theorists hypothesize that participation reduces alienation, while en riching job design and increasing effort, productivity, commitment to organizational goals, self-esteem, and mental health (Argyris 1957;Blumberg 1968;Conte 1982;Long 1978b;Nightingale 1982;Rhodes and Steers 1981;Tannenbaum et al 1974). Moreover, labor costs re lated to absenteeism and turnover are hypothesized to decrease.…”

Section: Participativenessmentioning

confidence: 99%

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Job-Saving Strategies: Worker Buyouts and QWL

Hochner¹,

Granrose²,

Goode³

et al. 1989

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“…Affective commitment has shown a positive correlation with job scope-a composite of three variables-that is, job challenge, degree of autonomy and variety of skills used. Affective commitment to the organization is stronger among employees whose leaders allow them to participate in decision making (Rhodes & steers, 1981) and those who treat them with consideration (Decotiis & Summers, 1987).…”

Section: Affective Commitmentmentioning

confidence: 99%

The Level of Desirability of Information Technology Systems and Its Relation with Organizational Commitment

Allammeh¹,

Shavaran²,

Dabaghi³

et al. 2011

HES

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Purpose -This paper aims to define Information Technology (IT) desirability and determine IT relationship with organizational commitment. The existence of such a relationship between IT & organizational commitment can guide the organizational leaders to promote and to develop the IT potentials in order to improve the performance of employees, and elevate job satisfaction, commitment and organizational effectiveness.Design /methodology /approach -The design of the research is descriptive -correlational and the statistical sample consists of 84 educational service experts working at educational service offices in the University of Isfahan. They were selected based on purposeful sampling.Findings -The results showed that among IT desirability components, two components of training and fitness had a significant relationship with continuance commitment (one of the organizational commitment dimensions).Research limitations -since the statistical sample was selected purposefully and the research was done on educational service experts, any generalization of the results to other organizations and employees requires caution.Practical implications -Since the results of the research show the existence of only one of the dimensions of organizational commitment ( continuance commitment ) and two components of desirability of IT ( fitness and training), managers can try to improve the levels of these dimensions of IT.Originality / value -many researchers have investigated different effects and relations between IT and employees, but in this research the aim has been to investigate a more complete account as well as different aspects of employees' perceptions about IT (i.e. desirability of the system).

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Conventional vs. Worker-Owned Organizations

Cited by 181 publications

References 32 publications

Pay Satisfaction, Job Satisfaction and Turnover Intent

Pay Satisfaction, Job Satisfaction and Turnover Intent

Job-Saving Strategies: Worker Buyouts and QWL

The Level of Desirability of Information Technology Systems and Its Relation with Organizational Commitment

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