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Organizational attachment among core...

Holtom, Brooks C.

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Organizational attachment among core and contingent workers.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Organizational attachment among core and contingent workers./
作者:	Holtom, Brooks C.
面頁冊數:	154 p.
附註:	Source: Dissertation Abstracts International, Volume: 60-08, Section: A, page: 3013.
Contained By:	Dissertation Abstracts International60-08A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9944125
ISBN:	0599458488

Organizational attachment among core and contingent workers.
Holtom, Brooks C.

Organizational attachment among core and contingent workers. - 154 p.

Source: Dissertation Abstracts International, Volume: 60-08, Section: A, page: 3013.

Thesis (Ph.D.)--University of Washington, 1999.

One of the critical, unresolved dilemmas facing management researchers today is the lack of a theoretical framework for understanding the differences in the expectations, motivations, attitudes, and behaviors between core and contingent workers. This study contributes to a better understanding of contingent work by proposing and testing two new constructs to explain differences between core and contingent worker attitudes and behaviors. These constructs---voluntariness of status and perceptions of underemployment---are hypothesized to moderate the relationship between employment status and organizationally important attitudes and behaviors. These hypotheses were tested using questionnaire and organizational data gathered from 232 employees of a retail organization. The results fail to support the hypothesized interactions. However, status, voluntariness, and underemployment all independently explain substantial amounts of variance in important work-related attitudes like job satisfaction, organizational commitment, job involvement, and intention to leave. These same constructs also predicted organizationally relevant behaviors such as performance, organizational citizenship, job search, and voluntary turnover.

ISBN: 0599458488Subjects--Topical Terms:

626628
Business Administration, Management.

Organizational attachment among core and contingent workers.
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245 1 0 $a Organizational attachment among core and contingent workers.
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500 $a Chairperson: Thomas W. Lee.
502 $a Thesis (Ph.D.)--University of Washington, 1999.
520 $a One of the critical, unresolved dilemmas facing management researchers today is the lack of a theoretical framework for understanding the differences in the expectations, motivations, attitudes, and behaviors between core and contingent workers. This study contributes to a better understanding of contingent work by proposing and testing two new constructs to explain differences between core and contingent worker attitudes and behaviors. These constructs---voluntariness of status and perceptions of underemployment---are hypothesized to moderate the relationship between employment status and organizationally important attitudes and behaviors. These hypotheses were tested using questionnaire and organizational data gathered from 232 employees of a retail organization. The results fail to support the hypothesized interactions. However, status, voluntariness, and underemployment all independently explain substantial amounts of variance in important work-related attitudes like job satisfaction, organizational commitment, job involvement, and intention to leave. These same constructs also predicted organizationally relevant behaviors such as performance, organizational citizenship, job search, and voluntary turnover.
520 $a A second contribution of this study was to propose and test a new theory of employee retention: embeddedness. Embeddedness is a multi-dimensional construct that considers both work and non-work influences on employee decisions to stay with a firm. The results of this study indicate that embeddedness adds information to our understanding of employee retention over and above that contributed by organizational commitment. In sum, the findings indicate that people who are embedded in their jobs are less likely to leave than those who are not embedded.
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