A three-component conceptualization of organizational commitment

Men and Women of the Corporation

The objective of the research was to discover the chief determinants of entrepreneurship, the process by which organizations renew themselves and their markets by pioneering, innovation, and risk taking. Some authors have argued that personality factors of the leader are what determine entrepreneurship, others have highlighted the role played by the structure of the organization, while a final group have pointed to the importance of strategy making. We believed that the manner and extent to which entrepreneurship would be influenced by all of these factors would in large measure depend upon the nature of the organization. Based upon the work of a number of authors we derived a crude typology of firms: Simple firms are small and their power is centralized at the top. Planning firms are bigger, their goal being smooth and efficient operation through the use of formal controls and plans. Organic firms strive to be adaptive to their environments, emphasizing expertise-based power and open communications. The predictiveness of the typology was established upon a sample of 52 firms using hypothesis-testing and analysis of variance techniques. We conjectured that in Simple firms entrepreneurship would be determined by the characteristics of the leader; in Planning firms it would be facilitated by explicit and well integrated product-market strategies, and in Organic firms it would be a function of environment and structure. These hypotheses were largely borne out by correlational and multiple regression analyses. Any programs which aim to stimulate entrepreneurship would benefit greatly from tailoring recommendations to the nature of the target firms.

https://www.jstor.org/stable/pdfplus/2630968

The Correlates of Entrepreneurship in Three Types of Firms

Using a unique international data set from a 1989–90 survey of 62 automotive assembly plants, the author tests two hypotheses: that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent HR “bundle” or system; and that these HR bundles contribute most to assembly plant productivity and quality when they are integrated with manufacturing policies under the “organizational logic” of a flexible production system. Analysis of the survey data, which tests three indices representing distinct bundles of human resource and manufacturing practices, supports both hypotheses. Flexible production plants with team-based work systems, “high-commitment” HR practices (such as contingent compensation and extensive training), and low inventory and repair buffers consistently outperformed mass production plants. Variables capturing two-way and three-way interactions among the bundles of practices are even better predictors of performance, supporting the integrati...

https://www.jstor.org/stable/pdfplus/2524483.pdf

Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Using data obtained from 12 national samples contained in the General Social Survey over the period 1973 through 1990, this article analyzes the work value preferences of 7,436 full-time male and female workers, representing all major occupational classifications and all major industries. The data presented in the study provide no consistent support for general differences between men's and women's work values. Instead, the data suggest that regardless of gender, one's preference for a given work value depends, in large part, on one's age, education, and occupational prestige. The authors argue that alleged gender differences are minimal, at best, and continued emphasis on differences merely serves to reinforce traditional gender-role stereotypes and to perpetuate gender inequality in the workplace.

Gender Differences in Work Values: Perpetuating the Myth

This study uses ordinal regression analysis to examine the impact of gender on work values, after controlling for various organizational variables. The analysis is based on a complete enumeration of women in a large Australian organization, together with “representative” and “matched” samples of male employees. When organizational variables are controlled, women are shown to place greater importance on working relations, men on salary, job status, and prestige in the community. Type of work has a significant impact on work values, as does the interaction of gender and type of work, thus supporting the argument that the array of occupations studied may be an important factor in explaining conflicting prior findings concerning the influence of gender on work values. While gender differences in some work values remain after a variety of organizational variables are considered, a model based on work experiences may still be appropriate for explaining such observed differences.

Work Values, Job Characteristics, and Gender

Literature in the area of work and occupations suggests that a variety of manipulative ploys are practiced by service workers. Although these maneuvers may be aimed at controlling diverse facets of...

The Waitress-Diner Relationship A Multimethod Approach To the Study of Subordinate Influence

Perception of bureaucracy and changing job satisfaction: a longitudinal analysis

We analyze the structural elements which comprise a standard scientific paper. Previous analysis generally has focused on one element of a paper at a time. However, the title, author list, affiliation, abstract, text, tables, graphs, charts, photographs and references all represent possible data resources for investigation. After specifying those elements, we focus successively on the history, normative tradition, and sociological analysis of a selection of those elements.

The structural analysis of a scientific paper

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