Suchergebnisse

Expounds that in hospitals the organizational restructuring, downsizing and retrenchment currently being carried out in a complicated and demanding change which is unlikely to be carried out without some upset for the parties involved. Involves a five country study involving 43,000 nursing staff, who expressed varying amounts of dissatisfaction. Concludes the nursing profession is in crisis.

This study examines the relationship of gender proportions and a variety of work experiences, work and extra‐work satisfactions and indicators of psychological wellbeing among 324 female and 134 male psychologists. Data were collected using questionnaires completed anonymously. Female psychologists indicated a higher proportion of females in their workplaces than did male psychologists. Both female and male psychologists indicated more women at lower than at higher organizational levels. Male psychologists were older, had longer job and employer tenure, were at higher organizational levels, earned more income and were more likely to be married. Measures of gender proportions were generally uncorrelated with work experiences, work and non‐work satisfactions and psychological wellbeing among both female and male psychologists.

This study examined the relationship of managerial and professional women's and men's perceptions of organizational values supportive of work‐personal life balance and their job experiences, work and non‐work satisfactions and psychological wellbeing. Managerial women reporting organizational values more supportive of work‐personal life balance also reported greater job and career satisfaction, less work stress, less intention to quit, greater family satisfaction, fewer psychosomatic symptoms and more positive emotional wellbeing. Managerial men reporting organizational values more supportive of work‐personal life balance also reported working fewer hours and extra hours, less job stress, greater joy in work, lower intentions to quit, greater job, career and life satisfaction, fewer psychosomatic symptoms and more positive emotional and physical well‐being. Multiple regression analyses indicated more independent and significant correlates of organizational values supporting work‐personal life balance among men than among women. Possible explanations for why men might benefit more from such organizational values are offered.

Examines the relationship of work experiences hypothesized to be related to women's career satisfaction as well as their psychological well being. Looks at data collected by questionnaires from managerial and professional women in Bulgaria, Canada, Norway, the Philippines and Singapore. Showed that all measures were generally found to have acceptable levels of internal consistency reliability in each country. Describes similar patterns of relationship among the measures, despite country differences in history, culture and economic circumstances. Highlights the critical whole played by particular work experiences in the career success of the sample.

Examines potential individual difference and work culture correlates of workaholism in organizational settings. Data were collected from 251 women MBA graduates in managerial and professional roles using anonymous questionnaires. Workaholism types were determined using measures developed by Spence and Robbins. Three personal beliefs and fears identified by Price in her cognitive social learning model of Type A behavior were assessed along with organizational values supporting work‐personal life balance. Significant workaholism type effects were present in both individual difference and work culture measures.

Presents the findings of a questionnaire sent to nine occupational groups where women predominate such as healthcare, teaching and childcare, together with other forms placed in day‐care and women's centres in Ontario. Looks at disability, personal demographics, the work situation, workplace stress, physical demands, psychosomatic symptoms, job satisfaction, insecurity, harassment and family pressures. Discusses findings suggesting that disabled women tend to have more negative work experiences, possibly due to previous education problems, discrimination and the nature of roles offered which lead to lower income levels in lower status roles.

Outlines the findings of a mail questionnaire sent to 100 female graduates of one Canadian University in 1996. Indicates significant relationships between workaholism and extra‐work satisfaction, poorer wellbeing, health and stress. Advocates further research in this area to validate findings.

Examines the relationship between perceived threats to job security, job insecurity, job satisfaction and intentions to quit among recent business school graduates. Most job insecurity research has considered longer tenured organizational employees. Anonymous questionnaires were completed by 217 respondents. LISREL analysis provided considerable support for the proposed research model. Perceived threats to job security had direct effects on insecurity and indirect effects on both job satisfaction and intent to quit through job insecurity.

Examines the effects of marital and parental status of women and men on their work‐family experiences. Women (n = 466) and men (n = 528) in managerial and professional positions within a single large professional services firm completed anonymous questionnaires. Four groups were considered: single with no children, single with children, married with children and married with no children. Marital and parental status produced significant differences on women's work‐family experiences but had few effects on men's work‐family experiences. The presence of children was particularly associated with more negative work‐family experiences.

Examines the relationship of organizational values and measures of family‐friendliness and presence of a level playing field. Family‐friendliness refers to the presence of supportive work‐family conflict. Level playing field measures include the absence of gender bias and a commitment to fairness in decision making. Data were collected from 1,608 women and men employed in the same large professional services firm using anonymously completed questionnaires. The same organizational values were related to both family‐friendliness and level playing field measures. These included respect among co‐workers and balance to self, family, community and the firm. However, these values were relatively uncommon in the firm. Offers implications for management and organizations.

This study examined views of women directors on criteria for their being selected, reasons for serving and benefits derived from their directorships. Data were collected from 280 women serving on Canadian corporate boards of directors using anonymous questionnaires. A successful career in traditional business organizations emerged as the major selection criteria. Personal contacts and visibility to male board members was essential. Company/industry interest and broadening skills and knowledge motivated women's board service. Finally women board members reported considerable benefits from serving. Efforts to broaden the selection and nomination process to include more qualified women may benefit women, men and organizations.

The last ten years has demonstrated increased attention to women in management research (Davidson & Burke, 1994; Fagenson, 1993; Sekaran & Leong, 1992). We have a good understanding of the barriers women face as they pursue careers in medium and large organizations (Morrison, 1992; Auster, 1993). An increasing number of organizations have realized that the full utilization and development of the talents of all employees has become a business imperative (Schwartz, 1992). Supporting the career aspirations of women is not just the right thing to do; it is the smart thing to do if organizations are to remain productive and competitive in an increasingly demanding market place (Totta & Burke, 1995).

Organizations in the '90s are struggling to remain competitive in the face of increasing local and global challenges coupled with profound changes in the demographic make up of their workforces. Organizations have restructured and become leaner, often resulting in heavier workloads and longer hours for professional and managerial staff (Schor, 1991). Firms also face increased pressure to deliver higher quality and more innovative products and services. Adding to these demands is the need to achieve these performance objectives with an increasingly diverse workforce. There continues to be a dramatic increase in numbers of non‐traditional employees (women, ethnic and racial minorities) in the workplace. More employees are part of dual‐ career or dual‐income couples; more have children requiring particular childcare arrangements since both parents are now working. As a consequence, work‐family issues have emerged as a high priority concern for both employees and their organizations (Catalyst, 1993).