Work Values, Job Characteristics, and Gender

Neil, Cecily; Snizek, William E.

doi:10.2307/1389112

Cited by 49 publications

(28 citation statements)

References 15 publications

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“…Beside process-based explanation we also have some phenomenon that can be explained by stereotypical gender approach. This stereotypical approach of genders relies on differences in feminine and masculine values (Linstead et al, 2005;Neil and Snizek, 1987;Hofstede, 1983, Grunig et. al., 2000.…”

Section: Image Of the Case Company -Stereotypical Gender Approachmentioning

confidence: 99%

Factors influencing employee perceptions in lean transformations

Losonci

Demeter

Jenei

2011

International Journal of Production Economics

172

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The purpose of the study was to investigate employee perceptions during a lean transformation 1 . The combination of case study and survey methodologies was used to define elements influencing the perceived lean success of shop floor employees. According to our findings, belief, commitment, work method and communication all have a considerable direct impact on workers' perceptions of lean success. However, their effects are very different based on the scope and focus of changes that is influenced by process characteristics. Perceptions regarding successful lean transformation during a moderate reorganisation of the company's welding plant, where mainly males work, are affected only by commitment and work method, whereas the deep reorganisation of the sewing plant (populated by female employees) is only influenced by belief and communication.Keywords: lean transformation; worker perceptions; gender; work environment 1 The contribution of the authors is 60%/35%/5%, respectively. 3 1.Introduction The fierce competition in the automotive industry forces companies at all levels of the supply chain to seek more effective operations. Recent decades have proven with certainty that the best "path" to pursue is Toyota's lean strategy. Lean production, first described in detail by Womack, Jones and Roos (1990) in their revolutionary book, "The Machine that Changed the World", has its roots in the Toyota Production System (TPS) (Ohno, 1988). Today, lean manufacturing is a complex system that extends throughout a company and beyond its borders (Hines et al., 2004;Matsui, 2007; Warnecke and Hüser, 1995;Womack and Jones, 2003). Lean production is standard in the global automotive industry and is gaining ground in other manufacturing sectors (Abdulmalek and Rajgopal, 2007;Panizzolo, 1998) and even service industries (Womack and Jones, 2003).Achieving lean production is a long and practically constant process during which the participants must continuously manage (Karlsson and Ahlström, 1996) and undergo changes. Its implementation is accompanied by radical changes from the beginning. These changes have a remarkable impact on performance (e.g., lead time, quality) and also substantially affect stakeholders (e.g., managers, workers) (Womack et al., 1990). Assessments of the success of change processes (i.e., lean implementation) are usually restricted to measuring operational and financial performance. What employees actually perceive, think and feel about lean implementation, the human aspect, has received less attention.In this paper, we explore 'soft' building blocks (e.g., commitment, belief) of successful lean implementation on the shop floor level. To determine how things happen in real company settings and to provide a genuine explanation of contingency factors, decisions and behaviors, we used a combined methodology including a case study and a survey at a Hungarian-owned automotive parts supplier. Our objective is to determine which factors make workers feel that lean transformation was successful in order to r...

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Section: Image Of the Case Company -Stereotypical Gender Approachmentioning

confidence: 99%

Factors influencing employee perceptions in lean transformations

Losonci

Demeter

Jenei

2011

International Journal of Production Economics

172

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“…Individuals high in intrinsic orientation value opportunities for satisfaction with the work itself, feelings of self-determination and competence, and personal development, whereas individuals high in extrinsic orientation primarily value financial compensation, promotion, and prestige. Some studies show that women value extrinsic job characteristics more than do men (Loscocco, 1989), and some show the opposite (Neil & Snizek, 1987). Yet others have found no differences between men and women in terms of intrinsic and extrinsic work orientation (Brief et al, 1977).…”

Section: Gender and Job Satisfactionmentioning

confidence: 99%

Gender Differences in the Job Satisfaction of Public Employees: A Study of Seoul Metropolitan Government, Korea

Kim

2005

Sex Roles

119

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A central paradox in studies of gender and job satisfaction is why women's job satisfaction is not lower than men's, given that women's jobs are often inferior in terms of pay, autonomy, and promotional opportunity. The purpose of this study was to investigate this paradox by asking two questions: How does the job satisfaction of female public employees compare with that of male employees? How can we explain the gender differences in job satisfaction? Data from a survey of 5,128 public employees in Seoul Metropolitan Government indicate that women are more satisfied with their jobs than are men. Among demographic variables gender was the only significant predictor of job satisfaction; women emphasized intrinsic rewards, whereas men emphasized extrinsic rewards. The reasons for women's high job satisfaction are discussed and explained.

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“…Job autonomy generally involves control over scheduling, work pace, and conceptual initiative at work. The majority of working women and men consider job characteristics such as high salary, favorable working conditions, and job autonomy as important (Neil and Snizek 1987). Since most of the American adult population is employed outside the home, a work environment that is selectively more alienating to one group than to another perpetuates inequality.…”

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confidence: 99%

Gender Differences in Job Autonomy: The Consequences of Occupational Segregation and Authority Position

Adler

1993

The Sociological Quarterly

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This research investigates the impact of gender, occupational segregation, and authority position on various forms of job autonomy. The empirical analysis was guided by theoretical concerns over the relevance of occupational characteristics and authority position in explaining the gender gap in job autonomy. Ordinary Least Squares regression results show that after taking various individual and employment‐related factors into account, authority position, but not female‐dominated occupation, explains a large portion of the gender gap in the degree of job autonomy. Furthermore, logistic regressions indicate that no gender differences in the likelihood of having any of five components of job autonomy remain, after taking all other factors in the model into account. It is concluded that authority position at work is more instrumental in explaining the gender gap in job autonomy than the gender composition of occupations.

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Work Values, Job Characteristics, and Gender

Cited by 49 publications

References 15 publications

Factors influencing employee perceptions in lean transformations

Factors influencing employee perceptions in lean transformations

Gender Differences in the Job Satisfaction of Public Employees: A Study of Seoul Metropolitan Government, Korea

Gender Differences in Job Autonomy: The Consequences of Occupational Segregation and Authority Position

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