Harry J. Martin

Job Satisfaction and Organizational Commitment in Relation to Work Performance and Turnover Intentions

The differential associations that job satisfaction and organizational commitment have with job performance and turnover intentions were studied in a sample of bank tellers and hospital professionals. Results showed that organizational commitment was more strongly related than job satisfaction with turnover intentions for the tellers, but not for the professionals. Job satisfaction was related more strongly than organizational commitment with supervisory ratings of performance for both samples. The findings suggest that specific job attitudes are more closely associated with task-related out-comes such as performance ratings, whereas global organizational attitudes are more closely associated with organization-related outcomes like turnover intentions.

Improving training impact through effective follow‐up: techniques and their application

Purpose – This paper aims to describe a variety of cost‐effective methods that employers can use to support training activities and promote the transfer of skills and knowledge to the workplace. These techniques work to positively impact the workplace environment through peer and supervisory support.Design/methodology/approach – The application of action plans, performance assessment, peer meetings, supervisory consultations, and technical support is illustrated in two case examples.Findings – Follow‐up activities resulted in improved transfer and had positive quantitative and qualitative effects on operations and firm performance.Practical implications – Billions of dollars are spent annually by organisations on employee training and management development. It is important that managers implement procedures that encourage transfer of learning in order to achieve greater training impact. The techniques discussed have wide application and significant effects on trainee motivation and workplace environment ...

Confirmatory Factor Analysis of the BEM Sex-Role Inventory

Confirmatory maximum likelihood factor analyses of the long and short versions of Berns Masculinity and Femininity scales were conducted using two samples. The long-form Femininity Scale contained a number of items that did not load properly on the hypothesized factor. The short form of the inventory was more homogeneous than the long form and provided a better fit to the data than both two- and four-factor models of the long form.

Convergent and discriminant validity of selected masculinity and femininity scales

Using Campbell and Fiskes (1959) multitrait-multimethod matrix technique and Jacksons (1975) multimethod factor analysis, convergent and discriminant validity were investigated for masculinity and femininity scales from the Adjective Check List, Bem Sex Role Inventory, and PRF ANDRO Scale as compared with measures of dominance and nurturance. Results indicated very good convergent and discriminant validity for the masculinity and femininity scales from the Adjective Check List and Bem Inventory, but not for the PRF ANDRO Scale. Implications of these results for research on sex roles and psychological androgyny are discussed.

Individual Differences in Outplacement Success.

Purpose – Although outplacement consulting and career transition services have become a standard management practice and are almost universally provided when terminating executives, these services have not been carefully evaluated and their benefits are not clearly understood. The purpose of this paper is to consider the role of individual differences in determining outplacement success using the Big Five framework as measured by the occupational personality questionnaire (OPQ).Design/methodology/approach – The behavior of a sample of 53 executives was examined during outplacement as well as their success following reemployment.Findings – The studys hypotheses were largely supported with agreeableness, conscientiousness, and openness to experience making a significant contribution to the understanding of outplacement effectiveness both during and after the transition.Practical implications – These results suggest that providers should assess individual differences as part of career transition counseling ...

Normative commitment and instrumental attachment as intervening variables in the prediction of union participation

This study analyzed organizational commitment as a social psychological process in a labor union setting. It proposed that normative commitment and instrumental attachment are variables that intervene between antecedent constructs and union participation as a behavioral outcome and, further, that such commitment and attachment are separate motivational processes that affect behavior differentially. Two competing theoretical models were evaluated, using structural equation analysis of self-report data from a sample of 176 recently unionized public agency employees. The model predicting that normative commitment and instrumental attachment mediate between union participation and four antecedent constructs provided a significantly better fit to the data than did the model predicting that these antecedents relate directly to participation. Path coefficient patterns observed within each model also supported the intervening variable hypothesis. The proposition that normative commitment and instrumental attachment are different processes also was supported by the finding that commitment has stronger links to participation than does attachment. These results are consistent with the identification theory of organizational commitment.

Correlates of local union officers' satisfaction

Three models of satisfaction with the national union were tested by regression analysis on a sample of 139 elected local union officers. The first model (expectations-performance) hypothesized satisfaction to be a function of expectations of union performance and perceived performance on three dimensions, wages and benefits, quality of worklife, and member-union relations. The second model (discrepancy) considered satisfaction to be a function of the difference between expectations and performance on these three dimensions. The third model (instrumentality) hypothesized satisfaction as a function of union beliefs and demographic variables in addition to the expectations and perceived performance measures. The expectations-performance and discrepancy models accounted for less variance in satisfaction than the instrumentality model. Satisfaction with the national union was related to union strength and quality of leadership. These findings indicate that the theoretical conceptualization and correlates of satisfaction with the national union differ from models of satisfaction with the local union.

Union Officer Perspectives on Quality of Worklife

Analysis of the responses of 131 local union officers to a questionnaire found that a number of variables are related to the attitudes of union leaders toward quality of worklife (QWL). Unions are morelikely to participate in a QWL program if local officers feel that unions can influence government policy, their members expect them to make progress on QWL issues, and if it is important to have good local‐member relations. Unions are less likely to participate in a QWL program if officers believe that unions are strong, feel employers favor severe tactics, and place a priority on traditional bargaining issues. For unions involved in a QWL program, union strength and perceived influence over government policy were related to positive attitudes regarding the long‐term future of QWL. For unions without QWL experience,severe management policies toward unions, and higher member expectations for local performance on QWL issues were related to more favorable attitudes toward QWL, while the officer’s tenure in position was related to a less favorable view of QWL. For locals involved in a QWL program, satisfaction with QWL increases if officers feel the labor movement needs to change its attitude and approach to problems, the labor relations climate is favorable, the local has sufficient bargaining power, and the overall performance of the local is satisfactory. The results suggest that “get tough” management policies toward unions will negatively affect union participation in and satisfaction with QWL efforts.