William E. Reif

Sex as a Discriminating Variable in Organizational Reward Decisions

The article presents a study which examined whether gender is a predictor of reward preferences in an organization. An organizational rewards is anything that employees perceive as need satisfying....

Perceptions of the Formal and the Informal Organizations: Objective Measurement Through the Semantic Differential Technique

Many behavioral scientists have assumed that the informal organization has a greater impact on organizational effectiveness than the formal organization. Contrary to this assumption, this research ...

A Study of Four Psychometric Properties of the Jenkins Activity Survey Type. A Scale with Suggested Modifications and Validation.

Despite much evidence that the Jenkins Activity Survey Type A scale is lacking in essential psychometric properties, it continues to be widely used for measuring coronary-prone behavior in both research and applied settings. Four psychometric properties-internal consistency, construct validity, criterion validity, and generalizability-of the JAS Type A scale were assessed relative to coronary risk measurements in a sample of 227 male and female hospital employees. Even when the JAS Type A scale was psychometrically enhanced, it failed to satisfy accepted reliability and validity criteria. Researchers are cautioned against using the JAS Type A scale without performing routine tests of psychometric soundness and controlling for gender differences.

PERCEPTIONS OF THE GRAPEVINE: Its Value and Influence

The authors applied the semantic differential technique to measure managerial and white-collar employee perceptions of the grapevine. In general, the grapevine was viewed as an influential, but negative factor in the informal organization. Managers now have available to them methodologies for evaluating not only the mechanics of the grapevine, but also its impact on employees. Several implications for managers are also discussed.

Pay Satisfaction: Money Is Not the Only Answer

While pay may be its own reward, nonmonetary rewards such as praise, work-related feedback, and opportunities for workers to experience a sense of achievement, autonomy, and self-actualization seem to make workers more satisfied with their pay.