Sexual Harassment in Casinos: Effects on Employee Attitudes and Behaviors

This study focuses on sexual harassment and job satisfaction, organizational commitment, and employee turnover among casino employees. It is the first study investigating sexual harassment in the gaming industry. Based on sex-role spillover theory it was expected that sexual harassment has less of an impact on casino employees than on employees in other industries. Six Reno, Nevada casinos participated in the study and 330 responses were generated from casino employees. The study results show that sexual harassment of and by casino employees is perceived to occur at about the same rate as in other industries. Sexually harassed employees were compared to employees who indicated that they had not been sexually harassed. Sexually harassed employees were less satisfied with their jobs and less committed to the organization. However, they were not more likely to quit their jobs. Sexually harassed employees tended to be younger, Caucasian, and in dealer positions. Hence, in addition to the well-publicized cost of sexual harassment lawsuits, the study shows that sexual harassment in casinos may well be the source of hidden costs important to human resources managers. A result of major interest was that employees who had been harassed held management responsible for not ensuring a work environment that is free of sexual harassment. Implications for casino management are discussed.     

Female Perceptions of Organizational Justice

This study examines women's conceptualization of the pervasive construct of organizational justice. A comprehensive four factor model was used to represent organizational justice while outcome variables were the important employee attitudes of job satisfaction, organizational commitment and turnover intentions. Structural equation modelling was used to analyse responses from 301 male and 147 female respondents. Differences were found for procedural, interpersonal and informational justices. It would appear female and male employees have differing responses to perceptions of justice. Justice had a diffuse effect for males, but not for females. For men, interpersonal justice predicted an increase in organizational commitment while procedural justice predicted a decrease in turnover intentions. For female employees, informational justice was found to increase commitment and reduce turnover intentions. The study highlights the need for all justice factors to be considered and for sex differences to be considered in future justice research.     

Volunteer Engagement: Exploring the Distinction Between Job and Organizational Engagement

Retaining engaged volunteers is crucial to many non-profit organizations. However, research on volunteer engagement is limited, and the distinction between job and organizational engagement in volunteers remains to be investigated. In this paper, we examine both organizational- and job-level engagement, and specifically, whether perceived organizational support would enhance volunteer engagement and associated attitudes. We surveyed 221 volunteers, and asked them about their perceptions of organizational support; their engagement with their volunteer job and the organization they volunteer for; satisfaction; commitment; and turnover intentions. Both organizational and job engagements had significant relationships with the attitudinal variables. However, we found that organizational rather than job engagement mediated the relationship between organizational support and volunteer satisfaction and commitment. While organizational engagement correlated with turnover intentions, neither job nor organizational engagement mediated the relationship between support and the intent to leave. Our findings advance the research on volunteer engagement, and highlight the importance of organizational engagement for this important, but too often overlooked, workforce.     

Disordered Gambling among Chinese Casino Employees

A previous study suggests that casino employees are at higher risk for disordered gambling than non-casino employees. The present study examined the cognitive correlates of the gambling involvement of Chinese casino employees. These potential cognitive correlates included attitudes toward the gaming industry and gambling activities, perceived job meaningfulness, and job stress. One hundred and nineteen Chinese respondents (M = 57; F = 62) working as dealers in Macao casinos were recruited through convenience sampling to fill out a questionnaire. The results revealed that about 7% of the respondents scored 10 or more on the South Oaks Gambling Screen and engaged in disordered gambling. Path analysis showed that attitude toward the gaming industry had a positive impact on job meaningfulness, which largely explained variances of job stress among casino employees. Job stress had a significant, but weak, direct impact on disordered gambling. Though causality between variables cannot be confirmed, this study provided insights into the impacts of cognitive factors on gambling involvement among Chinese front-line employees in the gaming industry. Implications of the findings were also discussed.     

Relationships between psychological capital,job satisfaction,and organizational commitment in the Saudi oil and petrochemical industries

During the past decade, Saudi Arabia experienced a significant social, economic, and organizational change. The rapid economic growth created a need for seasoned management professionals and necessitated the development of human capital. Psychological capital, a newly developed construct by academics and practitioners, is defined as the extent to which an individual operates in a positive psychological state, and this state is characterized by high self-efficacy, optimism, hope, and resiliency. By measuring the positive psychological constructs, an organization can learn about employees’ positive psychological states and how training and support can promote positive psychological states. Improving the positive psychological capital can lead to better organizational commitment, favorable organizational citizenship behaviors, lower employee absenteeism, and higher job satisfaction. This quantitative study examined the relationship among psychological capital, job satisfaction, and organizational commitment through a sample of managers in the Saudi Arabian oil and petrochemical industries.     

Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring Experiment

We investigate the turnover effects of an organizational innovation (ROWE-Results Only Work Environment) aimed at moving away from standard time practices to focus on results rather than time spent at work. To model rates of turnover, we draw on survey data from a sample of employees at a corporate headquarters (N = 775) and institutional records of turnover over eight months following the ROWE implementation. We find the odds of turnover are indeed lower for employees participating in the ROWE initiative, which offers employees greater work-time control and flexibility, and that this is the case regardless of employees' gender, age, or family life stage. ROWE also moderates the turnover effects of organizational tenure and negative home-to-work spillover, physical symptoms, and job insecurity, with those in ROWE who report these situations generally less likely to leave the organization. Additionally, ROWE reduces turnover intentions among those remaining with the corporation. This research moves the "opting-out" argument from one of private troubles to an issue of greater employee work-time control and flexibility by showing that an organizational policy initiative can reduce turnover.     

Organizational Values and Their Relation to Organizational Performance Outcomes

The communication of organizational values and their relation to employee outcomes is evaluated between two departments within a Health Care Organization. Organizational values that are congruent with employees' values have been shown to increase employee satisfaction, commitment, and performance outcomes. This article discusses how values are defined and different ways that values can be communicated to acquire improved organizational outcomes. Past research on values within organizations is reviewed.

Questions from the Organizational Culture Survey and the Communication Satisfaction Questionnaire are combined to measure employee satisfaction, morale, and perceived involvement in decision making. The organization provided data on employee absenteeism, turnover, and performance ratings. An analysis of the results indicates employees in departments that have clearly defined and communicated organizational values perceive they are more involved in the organization and more participatory in decision making. Implications of the results for organizations are detailed.     

The consequences of job insecurity for employees: The moderator role of job dependence

With globalization and increased international competition have come more flexible forms of employment and increased job insecurity. The authors address the impact of perceived job insecurity on employees' work attitudes and intentions. After reviewing relevant research on stress theory and the relationship between job insecurity and its consequences, they test two hypotheses on 942 employees in Spain, namely: first, that job insecurity relates negatively to job satisfaction and organizational commitment and positively to intention to leave; and, second, that job insecurity, economic need and employability interact in the prediction of these outcomes.     

The Influence of Managed Care on Job-Related Attitudes of Social Workers

This study explores the relationships between the levels of conflict that social workers experience when interfacing with managed care organizations and outcome variables including job satisfaction, organizational commitment, emotional exhaustion, and turnover intentions. A total of 591 social workers practicing in mental health agencies in New York State completed self-administered and anonymous questionnaire packets that included several measures: Level of conflict that workers experience when interfacing with managed care organizations (CMC), job satisfaction, organizational commitment, emotional exhaustion, and turnover intentions. Results showed that CMC had statistically significant correlations with organizational commitment and with emotional exhaustion. The author discusses the role of social work schools and agencies in offering new educational opportunities and training in order to improve workers' skills, which are necessary for communicating and negotiating with managed care organizations.     

Nicht nur Gesundheit! Zusammenhänge zwischen psychischen Belastungen und Mitarbeiterbindung

Aim: Psychological risk assessments at work serve to identify psychological risk factors and their relation to health and well-being outcomes. Objective of the present study is to investigate which work characteristics predict commitment and turnover intentions of employees.Design: Based on the guidelines of the GDA (Joint German Occupational Safety and Health Strategy), a questionnaire was developed that captures psychological risk factors at work. Additionally, people were asked to indicate their commitment and their turnover intentions. Based on the guidelines of the Joint German Occupational Safety and Health Strategy we assessed four domains of psychological job demands (job content, work organization, social relationships and environmental demands) as well as affective commitment and turnover intention in a sample of 453 full-time employees. Using hierarchical regression analyses, we tested the predictive power of the psychological demands for the different indicators of employee retention.Results: Work content and social relationships were found to be significant predictors for commitment and turnover intentions, whereas work organisation and work context did not predict the outcomes. A detailed analysis of the single risk factors identified autonomy as the strongest predictor for both commitment and turnover intentions.Limitations: The single predictors are not independent and the cross sectional design does not allow for causality interpretations.Practical implications: Based on the assessment of critical psychological risk factors, it is possible to take individual and structural measures to promote commitment and to reduce turnover intentions.     

The impact of labor shortage on the employee commitment

ABSTRACT

The purpose of this article is to demonstrate the impact of the shortage of labor on individuals’ workplace attitudes, strangely their commitment. It is beneficial for organizations to develop their management strategies in view of employees’ loyalty attitudes. As a conceptual paper, the article contains a theoretical deduction. The characteristics of the labor market (macro level), the organizational needs and responses (meso level), and the set of the employees’ commitment (micro level) are linked to a theoretical process. According to our results, the average levels of the different dimensions of employee commitment will be changed in the future. The levels of continuance commitment and professional commitment will be higher, while the levels of deliberate commitment and affective commitment will be lower in the employee commitment profiles. By increasing continuance commitment and professional commitment, the toolkit of the HR strategy needs to be transformed to make it more relevant external motivation tools and training-development solutions. Meanwhile, it is important to note that the interactions among the employees will be less frequent and they will have less affection for their workplace. Labor shortage transforms individuals’ workplace attitudes. Understanding of employees’ decisions to maintain their organizational membership is supported by the relationships found in this research.     

Correlates of satisfaction with performance appraisal feedback

The relative lack of research on employees’ reactions to performance appraisal feedback is the primary impetus for this study which advances this important, but neglected, research area by investigating potential predictors and consequences of satisfaction with appraisal feedback. Survey responses from 112 employees were matched with their performance ratings from two different appraisal periods to test specific hypotheses. Results indicate that satisfaction with rater and previous performance ratings influence employees’ satisfaction with appraisal feedback. Satisfaction with appraisal feedback was positively related to job satisfaction and organizational commitment and negatively related to turnover intentions. Supervisory status moderated the relationship between satisfaction with appraisal feedback and subsequent performance such that the relationship existed only for supervisory employees who, in addition to receiving feedback about their own performance, also provided feedback to their subordinates. Implications of results for researchers and practitioners are discussed.     

Labor Market Information and Selection in a Local Restaurant Industry: The Tenuous Balance Between Rewards,Commitments, and Costs

The restaurant industry is characterized as having high turnover, skill homogeneity, and distrust of standard sources of labor market information. We examine how in this context employers seek and evaluate information on potential job candidates (extensive search) and the hiring criteria they use to select new employees (intensive search). We find that employers in the restaurant sector are often passive or reactive about recruitment, distrust standard sources of information, and reject the use of educational credentials and work experience as hiring criteria. They do, however, find ways to signal workplace information to potential job candidates, develop schemes to gather reliable information, and closely evaluate job history data when hiring. Some develop signaling strategies to alert potential employees that their stores are sufficiently different from apparently similar stores to make them unusually attractive places to work. To help secure a sufficiently motivated work force, managers eschew standard measures of potential productive capacity or skills and adopt instead indicators of a modicum of employee motivation. Even under conditions of high turnover, skill homogeneity, and distrusted information, employers find ways to secure effort and commitment from potentially recalcitrant employees.     

Career Adaptability and Turnover Intention: A Dual-Mediation Model

Career adaptability denotes psychosocial resources that help employees self-manage career change through both adapting themselves to the environment and adapting the environment to themselves. Previous studies have probed the former strategy and proposed a negative relationship between career adaptability and turnover intention. However, the presence of the latter strategy suggests a more complex relationship than previously thought. From a person-job fit perspective, the authors used structural equation modeling to examine the mechanism underlying the relationship between career adaptability and job satisfaction (an important predictor of turnover intention) among 218 employees working in China. The results showed that career adaptability had mixed effects on job satisfaction through the mediating role of task adaptivity and perceived overqualification. Overall, these findings carry theoretical and practical implications for career adaptability research and career counseling practices related to employee development.     

Work-family culture and job satisfaction: does gender and parenting status alter the relationship?

Previous studies on work-family culture have examined its relationship with different employee outcomes (e.g., work-family conflict, job satisfaction, commitment) but neglected one important question; namely, who are most likely to benefit from a supportive work-family culture in terms of positive employee outcomes? The aim of this study was to shed new light on the work-family culture–job satisfaction linkage by examining the moderator effects of gender and parenting status in this relationship. Specifically, we asked whether gender and parenting status would alter the association between work-family culture and job satisfaction. We hypothesized – on the basis of traditional gender roles – that women, and especially mothers, would benefit most from a family supportive organizational culture. We utilized three divergent samples gathered from male (N=768) and female (N=1364) employees in Finland: (1) a female-dominated sample from social and health care; (2) a male-dominated sample from paper industry; and (3) more gender-mixed sample from the ICT company. Work-family culture was described through its positive (work-family support) and negative facets (work-family barriers), whereas job satisfaction was operationalized via a facet-based scale. Hierarchical moderated regression analyses performed separately for the three different organizations revealed that the results for mothers and fathers under the condition of high work-family support differed in the paper mill and the information and communication technology (ICT) company. Thus, in addition to gender, the type of organization also moderated the relationship. Specifically, in the paper mill, mothers benefited more from high work-family support than fathers, whereas in the ICT company the reverse situation held: fathers benefited more than mothers. Thus, high work-family support was associated with higher job satisfaction among mothers in the paper mill and among fathers in the ICT company.     

Motivating Russian workers: analysis of age and gender differences

What motivates Russians to work? Two hypotheses govern this analysis. First, worker motivation is positively correlated with organizational commitment, where organizational commitment is captured by a series of statements related to the employee’s perception of their workplace and the satisfaction expressed about the workplace and job. Second, worker motivation is positively correlated to the expectation that a desired reward will be received in exchange for doing the job well. Using survey data collected in May/June 2000 from 1200 employees in three regions of Russia, this paper: (1) documents the nature and scope of organizational commitment among Russian workers as the transition process draws to a close; (2) identifies the relative importance of select job motivators, as well as the expectation that these motivators will be received in exchange for a job well done; and (3) analyzes the extent of gender and generational differences in organizational commitment and worker motivation. The results can be used not only to begin filling a gap in the motivation literature by extending previous analyses based on US workers, but also to inform Russian and foreign managers about monetary and non-monetary factors to include in designing an effective reward structure. The results also are suitable for use in management training programs in Russia and elsewhere which focus on developing ways to construct more effective teamwork at the workplace.     

Auswirkungen von Downsizing-Maßnahmen auf das organisationale Commitment der verbleibenden Mitarbeiter: Ein Vorher-Nachher-Vergleich

This study examines the consequences of downsizing efforts on organizational commitment, job satisfaction and work motivation of the remaining workforce (?survivors“) in a middle-sized telecommunication company. Employees were surveyed five months prior to the downsizing process (n=150) and eleven months thereafter (n=160). The assessment of organizational commitment was based on a questionnaire that was developed by Allen and Meyer (1990) within the scope of their three-components-model which includes affective, continuous and normative commitment. Although layoffs — as one part of the whole downsizing process — were not implemented in the investigated company, but only in a sister enterprise, which is part of the same holding, the affective commitment of employees towards their corporation dropped. On the other hand, the normative and the balanced commitment remained constant. Moreover, every second survivor showed reduced job satisfaction and work motivation. It should be noted that although the results of reorganisation and restructuring did not directly affect the employees of the investigated company, the emotional linkage between employees and employer was affected in a negative way. Additional findings from qualitative interviews suggest that restructuring was perceived to cause a crack in the prevailing corporate culture and the psychological contract. In addition, a deterioration of work conditions through work overload resulted.     

Happiness and Job Satisfaction in a Casino-Dominated Economy

Proposals for casinos usually focus on numbers of jobs without considering their quality. We surveyed 1,506 Macau residents, modelling happiness and job satisfaction. Being employed is shown to be important for ‘happiness’. But job attributes also matter, confirming the work domain as influential on wellbeing. Casino employees report similar happiness as others. However, despite relatively high pay, they report low overall job satisfaction. The particular aspects of their jobs that they rated generally negatively tended to be those inherent in casino employment rather than easily modifiable by managerial action.     

Worker perceptions of organizational support and return-to-work policy: associations with post-injury job satisfaction

This study evaluates the psychometric properties of an industry-based employee measure of employer responses to injuries (i.e., organizational support and return-to-work policies) and explores the relationship of these variables to post-injury job satisfaction. Survey data were collected from 1438 employees with work-related injuries in 13 construction companies and 13 transportation companies. Factor analyses supported the two-factor structure of the scale, and both organizational support and return-to-work policies were independently associated with post-injury job satisfaction. The results suggest a need for understanding organizational responses to injuries, employee perceptions of injury response, and the impact of both on organizational outcomes.     

La précarité de l'emploi au service de la prospérité du fast-food

The fast food industry offers an exception to the traditional rule that steady employment and employee qualifications are necessary for business to thrive. Since this industry sprang up in the United States during the 1950s, its major firms have offered unskilled jobs to a young, devoted labor force in transit between fast-food establishments. As a consequence, the itineraries of incoming new hires and outgoing employees crisscross. Though causing a few operational problems, this high turnover rate among wage-earners is good for business. The major (just-in-time) principle of sales and production requires an exceptionally high commitment. Only new, young team-members correspond to the profile defined in these eateries.