Detail Organizational orientation as predictor of organizational commitment, organizational citizenship behavior, and self-esteem Bibliografi Author: Hornstein, Harvey A. (Advisor); Fairfield, Kent David Topik: PSYCHOLOGY; INDUSTRIAL|BUSINESS ADMINISTRATION; MANAGEMENT Bahasa: (EN )    ISBN: 0-599-51214-8     Penerbit: Columbia University     Tahun Terbit: 1999     Jenis: Theses - Dissertation Fulltext: 9948974.pdf (0.0B; 41 download) Abstract Some employees feel deeply committed to their organization, go beyond what is expected of them in their work, and feel high self-esteem. Others, instead, feel little loyalty, perform the minimum amount of work, and feel low self-esteem. Past research on the sense of social identity has ascertained that one's sense of membership in a group and interdependence with fellow members will affect whether one gives preferential treatment to in-group members compared to those outside the in-group. A previous study found that in work settings, people made differential social, or “relational,” judgments about authorities depending on whether the orientation of their organization was characterized as partner, with a sense interdependence, paternal, with a sense of dependence, or pragmatic, with sense of independence. The present investigation studied whether these orientations predict certain work behaviors and self-esteem that Tyler and Lind have found to be associated with those relational judgments. Surveys administered to 386 employees in five companies affirmed that employees in companies described as having largely a partner organizational orientation report higher organizational commitment and organizational citizenship behavior than their counterparts in an organization identified as pragmatic in orientation. As hypothesized, this impact was mediated by feelings of pride in the group. No direct association was found between organizational orientation and self-esteem. These results suggest that the collective perceptions of employees have an appreciable effect on important work behaviors. Questions remain as to why self-esteem was generally not related to orientation and what is implied about limitations in earlier theoretical approaches. The findings do point toward the utility of engendering in employees a sense that people are interdependent with management, employees are partners in the enterprise, and management style is participatory. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Lihat Sejarah Pengadaan  Konversi Metadata   Kembali

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