Suchergebnisse

The differential effects of role stress experienced by women were exam ined in terms of commitment to the organization, overall job satisfaction, satisfaction with specific aspects of the job, and personal-life satisfac tion. Role stress was significantly and negatively related to organiza tional commitment; overall job satisfaction; satisfaction with pay, work, co-workers, and supervision; and personal-life satisfaction. The t-tests analysis revealed significant mean differences between high and low role-stress groups on organizational commitment, overall job satisfac tion, and satisfaction with extrinsic aspects of the job. The results are discussed in terms of their implications for role management in the integration of women into modern work organizations.

The present research examined changes in motivational properties of jobs as measured in the theoretical context of Hackman and Oldham's [19761 job characteristics model through a quasi-experimental design. In an effort to reduce utility costs, a manufacturing organization underwent a planned change from a 5-to a 4-day work week. Changes in characteristics ofjobs in the organization which resulted from the shortened work week were introduced without regard for the motivational consequences of the new schedule. Neither "expectation levels" (King, 1974) nor organizational policies pertaining to the reward system were changed when the 4-day work week was implemented. The overall design of the planned change resembled that of a quasi-experiment, permitting examination of the causal impact of changes in core job dimensions on employee attitudinal outcomes. Measures of core job dimensions and outcome variables were collected before and after the change. Results showed that the group characterized by an increase in the motivational properties of their jobs experienced corresponding changes in theory-specific attitudinal outcomes. While there was no effect on employee growth need strength (GNS) as a result of the changes in motivational properties of jobs per se, high GNS employees did respond more sensitively and predictably to changes in their jobs than did low GNS employees.