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| Employee Attitudes | 59 |
| Job Satisfaction | 25 |
| Employees | 17 |
| Work Attitudes | 15 |
| Job Performance | 12 |
| Personnel Evaluation | 10 |
| Motivation | 8 |
| Research Methodology | 8 |
| Evaluation Methods | 6 |
| Labor Turnover | 6 |
| Predictor Variables | 6 |
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| Personnel Psychology | 59 |
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| Journal Articles | 48 |
| Reports - Research | 45 |
| Information Analyses | 5 |
| Reference Materials -… | 1 |
| Reports - Descriptive | 1 |
| Reports - Evaluative | 1 |
| Reports - General | 1 |
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Peer reviewedGhorpade, Jai; Lackritz, James R. – Personnel Psychology, 1981
A sample (N=416) of assembly-line operators were asked to rate their supervisors according to an instrument which contained a list of positive supervisory traits and behaviors. Three rating options were provided: agree, don't know, and disagree. Dissatisfied raters were found to give significantly more neutral responses than satisfied raters.…
Descriptors: Administrator Evaluation, Age Differences, Cultural Differences, Employee Attitudes
Peer reviewedAbdel-Halim, Ahmed A. – Personnel Psychology, 1980
Results support the moderating role of employee higher order need strength (HONS). Job performance is positively related to intrinsic as well as extrinsic sources of job satisfaction for strong HONS individuals while no such relation is found for individuals with weak HONS. (Author)
Descriptors: Employee Attitudes, Employees, Individual Characteristics, Job Performance
Peer reviewedBaird, Lloyd S.; Beccia, Philip J. – Personnel Psychology, 1980
Offices using more overtime were less productive and were growing in staff size. Overtime was negatively related to satisfaction with job and pay, thus neither productive nor motivational. Implications for a general policy of overtime use on a productivity rather than a need basis are discussed. (Author)
Descriptors: Employee Attitudes, Employees, Employer Employee Relationship, Job Satisfaction
Peer reviewedChampoux, Joseph E.; Peters, William S. – Personnel Psychology, 1980
Applications of moderated regression analysis in five areas of job design research are described and fully illustrated with actual survey data. Moderated regression analysis was superior to a subgroups analysis for the research questions being asked by investigators interested in job design research. (Author)
Descriptors: Data Analysis, Employee Attitudes, Employees, Job Analysis
Peer reviewedGiles, William F. – Personnel Psychology, 1977
In order to test predictions derived from an expectancy theory model developed by E. E. Lawler, measures of higher-order need satisfaction, locus of control, and intrinsic motivation were obtained from 252 female assembly line workers. Implications of the results for placement of individuals in enriched jobs are discussed. (Editor/RK)
Descriptors: Employee Attitudes, Job Enrichment, Locus of Control, Motivation
Peer reviewedPhillips, James C.; Benson, Joseph E. – Personnel Psychology, 1983
Examined work satisfaction in the Soviet Union by reviewing the research of several Russian authors. Concluded that the USSR is confronted with problems similar to those in the rest of the industrialized world, i.e., growth of technology, mechanization, and providing satisfying jobs for an increasingly educated work force. (JAC)
Descriptors: Agricultural Personnel, Cross Cultural Studies, Employee Attitudes, Foreign Countries
Peer reviewedDrory, Amos – Personnel Psychology, 1982
Studied relationships between boredom at work, personal characteristics, and performance in a sample of truck drivers. Results suggest that boredom was associated negatively with higher mental and physical individual capacity and negatively associated with effectiveness. The relationship between boredom and work effectiveness was significantly…
Descriptors: Employee Attitudes, Employees, Individual Differences, Job Performance
Peer reviewedMartin, Thomas N.; Hunt, J.G. – Personnel Psychology, 1980
Three significant process relationships were found: (1) social power affected leader behavior; (2) group cohesiveness affected job satisfaction; and (3) job satisfaction affected intent to leave. Important nonsignificant findings also emerged: (1) leader behavior did not affect intent; and (2) group cohesiveness did not affect intent. (Author)
Descriptors: Career Change, Employee Attitudes, Employees, Group Unity
Peer reviewedCederblom, Douglas; Lounsbury, John W. – Personnel Psychology, 1980
Results indicated a relatively low degree of user acceptance. There was strong support for the relationship between user acceptance, perceived friendship bias, and perceived feedback value. (Author)
Descriptors: Employee Attitudes, Faculty, Feedback, Friendship
Peer reviewedBretz, Robert D., Jr.; And Others – Personnel Psychology, 1989
Tested hypotheses that congruence between internal need states and external environments drives organizational choice process and that those attracted to particular organizations are more homogeneous than general applicant pool. Evaluated college students (N=211) on 14 needs, then indicated job preferences based on two videotaped interviews.…
Descriptors: Analysis of Variance, Employee Attitudes, Labor Force, Motivation
Peer reviewedMiceli, Marcia P.; Near, Janet P. – Personnel Psychology, 1988
Analyzed archival survey data from observers of wrongdoing in 22 organizations. Found whistle-blowing more likely when observers held professional positions, had positive reactions to their work, had longer service, were recently recognized for good performance, were male, were members of larger work groups, and were employed by organizations…
Descriptors: Employee Attitudes, Employer Employee Relationship, Employers, Organizational Climate
Peer reviewedHarris, Michael M.; Schaubroeck, John – Personnel Psychology, 1988
Used meta-analysis to review the literature regarding the correlation between self-supervisor, self-peer, and peer-supervisor ratings. Results indicated a relatively high correlation between peer and supervisor ratings, but only a moderate correlation between self-supervisor and self-peer ratings, with job type seeming to moderate self-peer and…
Descriptors: Employee Attitudes, Employees, Employer Attitudes, Evaluation Methods
Peer reviewedFerris, Kenneth R.; Aranya, Nissim – Personnel Psychology, 1983
Examined the scale characteristics of two measures of organizational commitment. Using data from l,l05 accountants, findings indicated that while both instruments exhibited a high degree of internal reliability, the Porter et al. (1947) instrument exhibited significantly greater predictive validity with respect to intended turnover than the…
Descriptors: Accountants, Comparative Analysis, Employee Attitudes, Evaluation Methods
Peer reviewedNordholm, Lena A.; Westbrook, Mary T. – Personnel Psychology, 1982
Studied female health professionals' (N=125) preferences for 12 job characteristics at graduation and 20 months later. After employment, respondents placed increased importance on skill development and respect received, and less emphasis on security and promotion opportunities. (Author)
Descriptors: Career Development, Decision Making, Employee Attitudes, Females
Peer reviewedHolley, William H.; And Others – Personnel Psychology, 1981
Investigates railroad union members strong preferences for collective bargaining in dealing with traditional union concerns and joint union-management efforts when quality of worklife issues are involved. Attitudinal measures were generally found to be more important in explaining members' preferences than demographic or union participation…
Descriptors: Attitude Measures, Collective Bargaining, Employee Attitudes, Job Enrichment
