Organizational socialization is the process by which a person learns the values, norms, and required behaviors that allow an individual to function as a member of an organization. The individual has expectations of job content, job context, and career expectations. Reality shock occurs when a newcomer's expectations differ from experiences in the…

Differential perceptions of standard, established jobs in a stable organization (telephone company plant department) were obtained for sixteen jobs rated by job incumbents, peers, and supervisors on eight characteristics (variety, autonomy, task identity, feedback, friendship opportunities, dealing with others, prestige compared to craft jobs, and…

Employees' attitudes toward a proposed 4-day, 40-hour workweek were examined relative to job and worker variables, expectations about the new workweek schedule, and job-aspect satisfactions. Employees classified by their sex, work shifts, wage schedules, and sex and work shifts differed significantly in their attitudes toward the 4-day, 40-hour…

In Businesses, leaders control an array of delegated powers that are valued or required by followers. The present study is concerned with the power holder, and is an examination of factors influencing a supervisor's use of delegated power when attempting to correct subordinate behavior. In a previous study, conducted in a non-union setting, use of…

Moderating effects of nine organizational climate factors were examined on relationships between four goal-setting attributes and three measures of employee satisfaction with 245 scientists and engineers participating in an MBO program. Researchers did not find sufficient evidence to warrant a general statement concerning the moderating effects in…

From factor analysis of workers' responses to a series of belief statements, the author found that the traditional work ethic beliefs received the least support and the humanistic belief system the strongest support in all occupations surveyed, from hourly laborers to professionals. Implications of the findings are discussed. (MF)

The Lockheed Employee Recreation Association uses company and community facilities to offer a variety of programs to Lockheed employees and their families. Several of the recreation programs and how they were implemented are described. (DF)

Defines dispersion as the degree to which the membership of an organization is spatially distributed and contends that employees' attitudes within an organization are affected by their employment level and the relative level of dispersion of their work location. (Available from the Journal of Applied Communications Research, Ed., Drawer NJ,…

Results of a survey of employees at a Midwestern newspaper company indicate that job characteristics mediate the relationships between the organization's structural context and the attitudes and behavior of individual employees. (Author/RW)

Studies 1 and 2 explored the factor structure of the Approaches to Work Questionnaire (AWQ) and Workplace Climate Questionnaire (n=305, n=172). Study 3 tested scales and structure of the revised AWQ, identifying three factors: deep, surface-rational, and surface-disorganized workplace learning. Workplace Climate Questionnaire components were good…

Considers concept of corporate culture and discusses several values which can be considered when assessing corporate culture, and the "compatibility scales" used to measure them. Included are discussions of employee attitudes, work atmosphere, internal communications, management style, employment opportunity, stability, business ethics, corporate…

This study examined one form of organizational socialization, the new employee orientation program, to determine whether such organizational efforts would increase levels of organizational identification and employee perceptions of job satisfaction when employees underwent such a program. An alternative model was tested to ascertain whether or not…

Job restructuring and worker participation in decision making is humanizing technology in the land of Volvo and Saab and cutting down employee alienation and absenteeism. (Author)

Uses metaphor analysis to illuminate recent conflicts at Disneyland. Discusses a 30-year change of emphasis of root-metaphors from "drama" to "family" that reflects fundamental differences between management and employees, along with the implications of this confrontation for the future of Disneyland. (NKA)