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Pryor, Robert – Vocational Guidance Quarterly, 1979
Work values have received much attention; however, no generally acceptable definition of the term currently exists. Arising out of work for the construction of an Australian work values scale, this article seeks to examine the nature of the concept and to suggest a new way of looking at work values. (Author)
Descriptors: Counselors, Employee Attitudes, Employment, Job Satisfaction
Peer reviewed Peer reviewed
Clark, Nicola – Work and Occupations: An International Sociological Journal, 1986
A total of 252 male Melbourne workers of varying occupational ranks completed Dubin's central life interest questionnaire. Results suggest that Australian respondents were far less committed to work than their American, Canadian, British, and Japanese counterparts. A large proportion of the Australian sample was characterized by dual commitment to…
Descriptors: Employee Attitudes, Leisure Time, Life Style, Questionnaires
Fornes, Sandra L.; Rocco, Tonette S. – Online Submission, 2004
The purpose of this paper is to identify theories of commitment in the workplace to develop a framework that helps the field create higher levels of commitment, productivity, and satisfaction. The paper is organized into five main sections: the method, commitment in the workplace, mapping workplace commitment, and the implications for HRD and…
Descriptors: Organizational Effectiveness, Labor Force Development, Employee Attitudes, Work Attitudes
Sherster, Joyce – Journal of Business Education, 1972
To make our students understand that attitude could be the main factor in their losing a job should be one of our major goals. (Author)
Descriptors: Business Education, Employee Attitudes, Job Satisfaction, Tenure
Peer reviewed Peer reviewed
Dillon, Linda Schnulle – Journal of Career Education, 1982
Looks at attitudes toward work in the People's Republic of China, including that the nature of work should be varied and meaningful; there should be worker control over the pace of work and working conditions and sufficient security, pay, and status; and there should be working group cohesiveness and group goals. (CT)
Descriptors: Employee Attitudes, Motivation, Social Values, Work Attitudes
Peer reviewed Peer reviewed
Pfeffer, Jeffrey; Davis-Blake, Alison – Work and Occupations: An International Sociological Journal, 1990
The dominant theoretical perspective suggests that unions reduce job satisfaction by making workers more critical of the workplace and more willing to complain. However, unions reduce wage inequality and increase worker control and commitment. A survey of 978 workers shows that unionization has a positive effect on job satisfaction. (JOW)
Descriptors: Employee Attitudes, Job Satisfaction, Unions, Work Attitudes
Peer reviewed Peer reviewed
Hatcher, Larry; Crook, Janice C. – Journal of College Student Development, 1988
Examined unrealistic expectations of college graduates regarding their first jobs. Data from 253 college graduates working at their first job after graduation revealed that subjects' initial expectations for their first jobs were not met by work realities. Those graduates whose career-role expectations were not met by their first jobs were likely…
Descriptors: College Graduates, Employee Attitudes, Expectation, Higher Education
Sellers, Patricia – Fortune, 1994
Profiles 20 of the nation's top business talents under age 30 selected from 133 candidates. Includes interviews with the 20, their bosses, and their mentors. Presents career advice from those profiled and tips on managing them. (JOW)
Descriptors: Employee Attitudes, High Achievement, Success, Work Attitudes
Peer reviewed Peer reviewed
Alderfer, Clayton P. – Administrative Science Quarterly, 1977
Descriptors: Employee Attitudes, Job Satisfaction, Models, Motivation
Cushing, David – Training, 1980
Various elements of absenteeism are presented: costs to the employer, company policies that affect absenteeism, when absenteeism is high, and how the training officer can improve the situation (positive discipline, post-absence interview, and other strategies). (CT)
Descriptors: Attendance, Attendance Patterns, Employee Attitudes, Employer Employee Relationship
Peer reviewed Peer reviewed
Marsh, Robert M.; Mannari, Hiroshi – Administrative Science Quarterly, 1977
Reexamines explanations of why Japanese organizations have lower turnover rates than American organizations. An index is developed to measure lifetime commitment norms and values. (Author)
Descriptors: Employee Attitudes, Employees, Labor Turnover, Organizations (Groups)
Peer reviewed Peer reviewed
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Akdere, Mesut – International Journal of Learning and Change, 2007
Organisations are continuously challenged to become more strategic, productive and cost-effective. As a result, quality management has become increasingly important to achieve desired organisational performance outcomes. Quality management considers leadership an important component to implement and sustain quality products and services to…
Descriptors: Total Quality Management, Leadership, Organizational Development, Organizational Effectiveness
Kirmeyer, Sandra L. – 1987
Previous research has shown that Type As appraise their jobs as more demanding than do Type Bs, yet few studies have measured actual job demands. This prospective, observational study of police radio dispatchers (N=72) examined Type A behavior as a predictor of source of work demands, volume of work activity, whether work begun was finished, and…
Descriptors: Behavior Patterns, Competition, Employee Attitudes, Personality Traits
Training and Development Journal, 1974
Walt Disney has proved that, with the "Disney Way," motivators can aid in overcoming apathy and minimum productivity. These motivators help the employees maintain pride in his or her organization. (BP)
Descriptors: Employee Attitudes, Employer Employee Relationship, Job Satisfaction, Motivation
Peer reviewed Peer reviewed
Arvey, Richard D.; Neel, C. Warren – Journal of Vocational Behavior, 1974
Ninety-four engineers were asked to describe their supervisors' leadership style, to indicate their expectancies whether performing effectively in their jobs would lead to job rewards and the valence of these rewards. Results indicated that leader consideration and employee expectancies operate in joint fashions to affect job performance. (Author)
Descriptors: Employee Attitudes, Employers, Expectation, Industrial Personnel
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