Purpose -The concept of alienation boasts a long history in the academic literature.However, their empirical relations are not clear. The present study aimed at testing a model of correlates of alienation. Since occupational status plays a key role in alienation processes, such model was tested with high and low-status workers.Design/Methodology/Approach -Participants were 340 workers holding high-status (N=98) and low-status (N=242) positions. Data was collected through a self-report questionnaire. We verified the hypothesized relationships by means of a structural equation modeling, simultaneously tested on high-and low-status workers.Findings -Results showed that individual determinants of alienation, i.e. locus of control, appear to play a more relevant role for high-status professionals, whereas organizational dimensions, i.e. perception of decision making, have an impact only for low-status workers. Relational variables, i.e. work-family conflict, fostered alienation, regardless the status. Concerning outcomes, alienation decreased both job satisfaction and job involvement.
Research limitations/implications -The specificities of the cultural context have to be considered. Generalising our results to other cultural contexts requires caution.Practical implications -Work alienation has a negative influence on work attitudes that can be better managed by the knowledge of alienation's correlates and peculiarities.Originality/Value -The study confirms the relevance of alienation for workers' satisfaction and involvement highlighting the difference between high and low-status workers.