Richard M. Steers

The Measurement of Organizational Commitment.

Abstract This paper summarizes a stream of research aimed at developing and validating a measure of employee commitment to work organizations. The instrument, developed by Porter and his colleagues, is called the Organizational Commitment Questionnaire (OCQ). Based on a series of studies among 2563 employees in nine divergent organizations, satisfactory test-retest reliabilities and internal consistency reliabilities were found. In addition, cross-validated evidence of acceptable levels of predictive, convergent, and discriminant validity emerged for the instrument. Norms for males and females are presented based on the available sample. Possible instrument limitations and future research needs on the measurement and study of organizational commitment are reviewed.

Major Influences on Employee Attendance: A Process Model.

Abstract : Based on a review of 104 empirical studies, this paper presents a model of employee attendance in work organizations. It is suggested, based on the literature, that attendance is directly influenced by two primary factors: (a) attendance motivation; and (b) ability to come to work. Attendance motivation, in turn, is largely influenced by: (a) satisfaction with the job situation; and (b) various internal and external pressures to attend. The model attempts to account for both voluntary and involuntary absenteeism. Moreover, the model argues against earlier assertions that absenteeism is principally caused by job dissatisfaction and that absenteeism and turnover share common roots. Available literature is largely consistent with the model but not sufficient to validate it. Hence, the model is proposed here to stimulate and guide further systematic efforts to study attendance behavior. (Author)

A behaviorally-based measure of manifest needs in work settings

Abstract This investigation represents an attempt to develop and validate a research instrument (Manifest Needs Questionnaire) capable of measuring the four needs of achievement, affiliation, autonomy, and dominance using behaviorally-based scales. The instrument is designed to measure such needs with specific reference to work settings and with minimal time requirements for completion. Results of both laboratory and field studies among 640 subjects indicate that the instrument exhibits acceptable levels of convergent, discriminant, and predictive validity, as well as reasonably high test-retest reliability and internal consistency. Results are compared to other, lengthier instruments designed to measure similar needs.

Job Attachment, Satisfaction, and Turnover among Public Sector Employees.

Abstract This study sought (1) to compare the relative predictive powers of job attachment and job satisfaction with respect to turnover among a sample of public employees; and (2) to examine individual and job-related influences on both attitudes. It was found that attachment was a more effective predictor of turnover than overall satisfaction (or any facet of satisfaction), even when the alternative attitude was partialled out. In addition, it was found that individual employee characteristics were more strongly related to attachment than were job characteristics, while the opposite was found for satisfaction. The findings are discussed in the light of previous evidence, and implications are drawn for research in vocational behavior.

Conventional vs. Worker-Owned Organizations

Based on a sample of worker-owners in a producer cooperative and employees in a conventional organization, this study empirically tests portions of a theoretical model explaining the relationship between worker ownership and control and work attitudes and behaviors. According to the model, worker-owners in the cooperative are hypothesized to have higher perceptions of particiption in decision-making, pay equity, performance-reward contingencies, and group work norms than are employees in the conventional organization. These perceptions, in turn, are expected to lead to an increased commitment to the organization and lower levels of absenteeism, tardiness, accidents, grievances, and turnover. Results partially support the model with members of the cooperative being more committed to their organization, while at the same time having higher absenteeism and tardiness levels than employees in the conventional firm. Implications of results are presented, and directionsforfuture research are discussed.

Structural influences on organizational commitment

Abstract Relationships of several aspects of organization structure with organizational commitment were examined within a multiple regression framework for 262 public sector employees. As a set, the six structural variables accounted for over 20% ( p

Introduction to Special Topic Forum: The Future of Work Motivation Theory

The topic of employee motivation plays a central role in the field of management—both practically and theoretically. Managers see motivation as an integral part of the performance equation at all levels, while organizational researchers see it as a fundamental building block in the development of useful theories of effective management practice. Indeed, the topic of motivation permeates many of the subfields that compose the study of management, including leadership, teams, performance management, managerial ethics, decision making, and organizational change. It is not surprising, therefore, that this topic has received so much attention over the past several decades in both research journals and management periodicals. Whereas several recent articles have examined how far we have come in researching work motivation, this special forum focuses on where we are going. That is, we ask the questions: What is the future of work motivation theories? What are the critical questions that must be addressed if progress in the field is to be made? What is the future research agenda? How can we extend or modify current models of work motivation so they continue to be relevant in the future? And where are entirely new models of motivation needed to further our understanding of employee behavior and job performance in contemporary organizations? To understand where the field is going, however, we must first understand where it has been. This introduction represents an overview of the field of work motivation from a theoretical standpoint and lays the foundation for the articles that follow. The term motivation derives from the Latin word for movement (movere.) Building on this concept, Atkinson defines motivation as “the contemporary (immediate) influence on direction, vigor, and persistence of action” (1964: 2), while Vroom defines it as “a process governing choice made by persons . . . among alternative forms of voluntary activity” (1964: 6). Campbell and Pritchard suggest that

Influence of Organization Structure on Role Conflict and Ambiguity for Three Occupational Groupings.

The impact of organization structure on perceptions of role conflict and ambiguity was examined within a multivariate framework and found to explain substantial portions of variation in both role p...

The Influence of Personal Factors and Perceived Work Experiences on Employee Turnover and Absenteeism

The article presents a study which examined the relative influence of personal factors and work experiences of employees on employee turnover and absenteeism. According to the results of the study,...

Productivity in organizations : new perspectives from industrial and organizational psychology

Sponsored by the Society for Industrial and Organizational Psychology, a Division of the American Psychological AssociationLeading scholars and practitioners examine recent research on productivity, analyze case examples of innovative programs, and describe ways to improve productivity practices.