Job satisfaction and the desire for change.

Hardin, Einar

doi:10.1037/h0024245

Cited by 19 publications

(11 citation statements)

References 15 publications

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“…change value scale used by Hage and Dewar (1973) and the self-report measure (CPIOO), but this relationship does not hold for the intention group (N = 64). One consistent intercorrelation across the three groups is the significant (p < 0.01) result for Hardin's (1967) readiness-to-change scale and image scale (Kirton, 1976). The readiness-to-change scale is also not significantly related to the self-report measure of being innovative or creative in all three groups (r = -0.21, 0.07, and 0.08, n.s.).…”

Section: Innovative Attitudes Values and Intentions In Organizationmentioning

confidence: 84%

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Innovative Attitudes, Values, and Intentions in Organizations [1]

Ettlie¹,

O’Keefe²

1982

J Management Studies

150

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In this paper we explore the relationships between some of the various concepts and scales that have been used to characterize innovative attitudes and behaviours. A sample (N = 123) of undergraduate and graduate business students with full-time jobs or the equivalent provided questionnaire data to test two initial hypotheses. It was found that four attitude-value scales which have been used to measure change values, innovation orientation, readiness for change, and innovativenesss, are intercorrelated significantly when no distinction is made between the respondents' intentions to be innovative and respondents' actual innovative behaviour. Innovative and change attitudes, as measured by these same four scales, do consistently predict multiple innovative intentions and behaviours but not, as expected, single behaviours or single intentions. The single best predictor in a multiple regression of the combined multiple innovative intention-behaviour measure was found to be a creative scale (R2 = 0.43, p < 0.01). The innovative behaviour scale was tentatively called attitude toward being innovative. A factor analysis of this scale revealed dimensions related to innovative behaviour in organizations : the innovator, the preserver of the status quo, and the unchallenged, dissatisfied person.Two other hypotheses were also tested. The first was that the perceived organization risk-taking climate would moderate the relationship between these attitude measures. This hypothesis was not supported by the overall results. However, moderate support was found for the hypothesis that the more formal authority a person has in an organization, the greater the consistency between change attitudes and innovative behaviours as measured by self-report methods.

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Section: Innovative Attitudes Values and Intentions In Organizationmentioning

confidence: 84%

“…We found the scale to have a reliability of 0.85 (Cronbach alpha) for this sample. The 'readiness for change' scale (Hardin, 1967;Trumbo, 1961) is a 9-item scale, which we found to have a reliability of 0.74 (Cronbach alpha). An earlier 9-item version was reported by Trumbo (1961) to have an oddeven reliability of 0.79.…”

Section: Introductionmentioning

confidence: 97%

Innovative Attitudes, Values, and Intentions in Organizations [1]

Ettlie¹,

O’Keefe²

1982

J Management Studies

150

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“…As stated before, lean production may affect job satisfaction as well as readiness for change. Hardin [21] reported a statistically significant relationship between job satisfaction and desire for change. An alternative interpretation for such a result would be that readiness for change is a manifestation of the degree of job satisfaction in general or with specific components of the job.…”

Section: Introductionmentioning

confidence: 99%

Readiness for change and job satisfaction in a case of lean management application — A comparative study

Lipińska-Grobelny¹,

Papieska²

2012

International Journal of Occupational Medicine and Environmental Health

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Objectives: This current study investigates the effect of lean management system on work attitudes of workers of two manufacturing companies. "Lean management" is a concept of work processes and human relations that determines company's productivity and profitability. Workers of two enterprises, the first one with lean production and the second one with old mass production, were compared for their readiness for change and job satisfaction (both emotional and cognitive aspect). Materials and Methods:The sample of 102 employees completed a battery of instruments such as: the Job Description Inventory by Neuberger and Allerbeck, the Job Affect Scale by Burke et al. and the Change-Readiness Scale by Kriegel and Brandt. Results: Individuals from the lean manufacturing company were characterized by higher level of readiness for change, positive affect at work, and cognitive job satisfaction. Conclusions: In this approach the introduction of lean production positively affected company's human resource attitudes.

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“…Tolerance to change. A six-item scale was used to measure employee tolerance to change (Hardin, 1967). The items asked respondents to think about their feelings and reactions when they had to change the way they worked.…”

Section: Employee Responses To Acquisitionsmentioning

confidence: 99%

Employee responses to acquisitions: evidence from Greek firms

Nikandrou

Papalexandris²

2008

Employee Relations

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Purpose -The purpose of this paper is to examine the factors affecting the course of action that employees in acquired firms choose to follow. Loyalty, compliance, voice and neglect (LCVN) are four employee behaviors in acquired companies. Design/methodology/approach -Two questionnaires were designed: one was administered to employees of the acquired company and the other to a member of the post-acquisition managerial team. One hundred and thirty-five administrative employees in 27 acquired companies in Greece participated in the research. Findings -The results of the study support that employees decide their course of action based on the cost of their action, the effectiveness of the behaviour and the attractiveness of the company. Research limitations/implications -This study concentrated at the individual level to examine the factors affecting employee behaviours. Future research is needed to examine behavioural changes over time and the factors that make employees move from one behavioural category to the other. Practical implications -The findings in the paper have implications for organization members facing the challenge of managing human issues in the sensitive phases of an acquisition. Evidence of specific behavioural responses and the factors affecting them is presented. Originality/value -The present study provides a model for understanding the complex and multiple behavioral choices employees have after an acquisition.

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Job satisfaction and the desire for change.

Cited by 19 publications

References 15 publications

Innovative Attitudes, Values, and Intentions in Organizations [1]

Innovative Attitudes, Values, and Intentions in Organizations [1]

Readiness for change and job satisfaction in a case of lean management application — A comparative study

Employee responses to acquisitions: evidence from Greek firms

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