Ran Lachman

Job Attitudes and Turnover Intentions Among Professionals in Different Work Settings

A model dealing with the effects of the professional and organizational commitments of Certified Public Accountants, or of other work-related attitudes and intent to leave, is examined in three different employment settings in California: self-employed CPAs, CPAs employed in professional organizations and CPAs employed in non-professional organizations. These commitments and work-related attitudes were found to have different effects on intentions to leave in the different work settings. These findings suggest that the generality of prevalent withdrawal models ought to be reconsidered and that theoretical adjustments ought to be made for differences in settings.

Accountants' job satisfaction: A path analysis

Abstract This study analyzes job satisfaction and some of its correlates among Canadian chartered accounts (CAs). It focuses on the formulation and examination of influence paths between professional commitment, work need deprivation, organizational commitment, job satisfaction and intention to leave the organization (migrate). The empirical model with respect to the total sample mostly replicated the theoretical one. Migration tendencies of partners and sole practitioners in public practice were found unrelated to their job satisfaction and organizational commitment. Such tendencies of CAs in industry and government as well as those of employees in CA firms were related to their organizational commitment only. Professional commitment of CAs in nonprofessional organizations was found unrelated to the study variables.

Value Incongruity and Strategic Choice

Research addressing how values held by individuals in organizations influence strategy choice and implementation is as yet fragmented. Different strands of this research have yielded contradictory prescriptions for strategy. This paper examines how values affect strategy, by focusing on the social control they exert. Social control manifests itself through the behaviours permitted and proscribed by given values. We call a value a core value when the social control it exerts supersedes that of most other values in a value system. When the social control a value exerts is itself superseded by that exerted by most other values in a system, we call the value a peripheral value in that system. Strategies could be depicted as containing implicit values, in that they too entail prescriptions for behaviour. Thus, core values implicit to strategies enable behaviour essential for the success of strategies. Values seemingly peripheral to strategies enable behaviour peripheral or even tangential to their success. This paper discusses several contingencies – clashes between core values of decision makers and values implicitly at the core of strategies, core and peripheral values, as well as clashes between peripheral values – in the context of both corporate and competitive strategies. Finally, some factors that might mitigate these clashes, are also discussed

Public and Private Sector Differences: CEOs' Perceptions of Their Role Environments

Comparative studies of private and public sector organizations often consider organizations with dissimilar tasks or business purposes: profit-making business firms commonly represent the private s...

The Generality of the Strategic Contingencies Approach to Sub-unit Power

This study examines the generality of the strategic contingencies theory of intra organizational power. It tests the effects of coping with uncertainty, workflow centrality, and non-substitutability on sub-unit power within small, simple-structure health service organizations. As these organizations combine highly professionalized with non-professionalized sub-units, professionalization was also tested as a source of intraorganizational power. Twenty seven subunits of 9 health-care clinics in Israel were studied. The results show that coping with uncertainty and pervasiveness of work relations are significantly related to power: when the effects of these two factors are controlled, non-substitutability and professionalization have no significant net effect on power. Most of the results are highly consistent with results obtained in larger and more complex organizations in North America, thus considerably enhancing the generaliza bility of the theory. The workflow arrangement of the clinic is suggested as an explanation for certain results that are different from those obtained in other organizations.

Modernity Change of Core and Periphery Values of Factory Workers

This study examines the proposition that late socialization processes may bring “traditional” people to a level of modernity equal to that of people who had the benefit of modern early socialization. The study suggests that a differentiation should be made between modernity changes in value orientations which are at the core and those at the periphery of the personality system. Its basic proposition is that early socialization influences will affect modernity of both core and periphery value orientations, while late socialization influences will affect modernity of periphery values only. Data analysis indicates that early socialization directly influences modernity of core values and indirectly influences modernity of periphery ones. Late socialization was found to have an effect mainly on periphery values, and even this effect was found to be mostly an indirect effect of early socialization. Late socialization was found to have no independent effect on modernity.