Voluntary turnover among non-supervisory casino employees

As gaming is expanding nationally and internationally, existing gaming operations are facing increased competition for employees with gaming experience. This study investigates the factors related to employee turnover in the gaming industry. Workers of six casinos in Reno, Nevada were surveyed concerning their work attitudes and turnover intentions, resulting in a sample of 492 observations. The sample represents all non-supervisory job types typically found in casinos. Pearson correlations and multivariate regression analysis were employed to investigate the relationships among turnover intentions and job satisfaction, specific satisfaction dimensions, organizational commitment, worker perceptions, pay, and labor market conditions. The results show that job satisfaction and organizational commitment are most strongly related to turnover. In contrast to previous findings, labor market conditions and pay play only a minor role in an employee's decision to quit. Instead, perceived lack of job security, satisfaction with supervision, and perceived employer concern with employee well-being emerge among the most important factors. The results imply that employers in the gaming industry can manage employee turnover by providing effective supervision that is based on employee participation and fair treatment of employees. Training of supervisors, therefore, may be a relatively inexpensive method of controlling employee turnover in casinos.     

SOURCES OF ORGANIZATIONAL COMMITMENT: THE EFFECTS OF INTERNAL LABOR MARKETS AND WORKER VALUES

Data from the 1991 General Social Survey and National Organizations Survey are used to assess how organizational commitment is structured by one “demand side,” organizational-based factor, firm internal labor markets, and one “supply side,” individual-based factor, the values/preferences of workers. Findings indicate that organizational commitment is best explained by the joint influence of these two factors rather than by their independent effects. Specifically, firms with internal labor markets are conducive to the development of high levels of organizational commitment to the extent that what they offer, namely, opportunities for career-status and long-term employment “fit” what workers desire: job security and possibilities for promotion with their current employer. We offer directions for future research that may shed additional light on the manner in which internal labor markets and the values/preferences of workers may structure organizational commitment.     

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.     

Work–family conflict and job insecurity: are workers from different generations experiencing true differences?

This paper explores the question whether workers of different generations significantly diverge in their perceptions of work–family conflict and job insecurity and implications of such differences on affective commitment and job satisfaction. Given the explorative nature of this study, we use a multi-method approach which relies on a focus group with Italian graduated students and on a field study with workers from an Italian food processing company respectively grouped in three generational cohorts: Baby Boomers, gen Xers, and Millennials. Overall, our findings demonstrate that workers belonging to different generational cohorts display divergent perceptions of work–family conflict and job insecurity. However, the effects of such perceptions on work attitudes are not directly correlated with the experienced levels of job insecurity and work–family conflict. That is, although Millennials tend to perceive a higher level of job insecurity than Baby Boomers and gen Xers, job insecurity is more likely to produce negative consequences on work attitudes among Baby Boomers and gen Xers rather than among Millennials. Notably, our findings indicate that there are no significant differences with regard to the effects of work–family conflict on affective commitment and job satisfaction among the three generational cohorts considered.     

Organizational change: The role of climate and job satisfaction in child welfare workers' perception of readiness for change

BackgroundWhen organizations embark on deliberate efforts to increase effectiveness through organizational-level changes, those that demonstrate greater readiness for change tend to have better outcomes. In contrast, when the organization is not ready, a change effort may result in resistance, conflict and, eventually, failure. However, studies addressing how agency climate and job satisfaction influence workers' perception of the organization's readiness for change in child welfare or human service organizations are scarce.MethodsData for this study was obtained from a sample of 356 direct care and clinical child welfare workers employed at eight not-for-profit child welfare agencies under contract to provide a variety of services in a large northeastern state. Workers were surveyed on their agency's readiness for change, organizational climate, and job satisfaction. The Spector Job Satisfaction Survey measured nine subscales and Parker Organizational Climate survey measured four primary domains: role, job, supervision, and organizational dimensions. A confirmatory factor analysis was conducted on nine questions derived from the Organizational Readiness for Change survey that measured workers' perceptions of organizational readiness for change. Structural Equation Modeling (SEM) was utilized to determine climate and satisfaction influences on voluntary child welfare workers' readiness for change.ResultsThe results of SEM confirmed that the exogenous independent indicators of role ambiguity, supervisor goal emphasis, organizational innovation, satisfaction with communication, and the number of years in current position were predictive of workers' perception of readiness for change with significant positive coefficients.ImplicationsThis study highlights the importance of certain organizational climate and job satisfaction factors that child welfare workers' identify for the success of agency change efforts. Workers perceive that organizations may have a higher level of readiness to implement successful change initiatives when: (1) workers feel their role is clear, supervisors articulate change goals, and job performance is held to a high standard and is measurable; (2) agency leaders establish organizational communication that is explicate, and they encourage workers to develop ideas and try new ways of doing the job; and (3) the greater the number of years workers are in their current position, the more likely change initiatives are perceived to be successful. Most importantly, this study suggests that not all organizational climate or job satisfaction factors are recognized by workers as supporting change equally.     

Attitude Differences Between Paid Workers and Volunteers

This study addresses the extension of research on paid employees to volunteer workers. Pearce (1978, 1993b) has postulated that job attitudes are substantially different between volunteers and paid employees, based on her work studying fourteen organizations employing either entirely volunteer workgroups or entirely paid workgroups. Another interpretation of her data would be that the organizational culture of such workgroups is different, not the individual job attitudes.     

Organizational Commitment in a Health NGO in Pakistan

The non-NGO literature provides evidence that employees?? perceptions about their organization??s support to them influences their commitment to the organization. NGOs, which have an increasing presence in developing countries, have not been a target for this type of organizational research. This cross-sectional study, based in a health NGO in Pakistan, examined relationship between employees?? perceived organizational support (POS) and their organizational commitment, and relationship between perceptions about organizational fairness, supervisor support, and job conditions with POS. The current organizational commitment literature guided the design of the survey tool. Focus group discussions were carried out at another health NGO to identify NGO and developing country specific items for inclusion in the survey tool. A total of 249 employees participated in the study, yielding a response rate of 96%. Factor analysis of the survey items indicated that the current scales used for measuring the study variables in the non-NGO sector were valid for the NGO sector as well. In addition, three new variables, namely female supportiveness, personal supportiveness, and favorableness of work conditions were assessed. Findings revealed that POS was significantly related with organizational commitment and actions, such as organizational fairness, supervisor support, and extrinsically satisfying job conditions. Female and personal supportiveness, which are generally ignored in developing countries on the pretext of limited resources and lack of organizational capacity to address them, were also found to be important in influencing POS.     

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.     

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.     

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.     

Reactions to Job Content Plateaus: Examining Role Ambiguity and Hierarchical Plateaus as Moderators

Plateauing research often reveals a negative relationship between job content plateauing (i.e., lacking challenge in one's job) and work attitudes. This study explores situations where job content plateauing is associated with fewer negative work attitudes, revealing role ambiguity (i.e., being unclear about job duties and responsibilities) and hierarchical plateauing (i.e., low likelihood of promotions) as moderators of the job content plateau‐work attitude relationship. Specifically, job content plateaued employees reported greater job satisfaction and organizational commitment if they were not also experiencing a hierarchical plateau. Job content plateaued employees also reported greater job satisfaction when role ambiguity was low.     

Consequences of organizational commitment in abolished company sports team - a case study in Japan

The purpose of this study was to show that how the abolishment of company sports team influenced the organizational commitment in employees. In this study, Three-Component Model of Organizational Commitment (Meyer and Allen, 1997) was tested with 16 employees (10 males, 6 females) of T Company in NAGANO prefecture. The average age of the participants was 44, 50 years (SD=±0.85). And from 16 employees, 3 male employees were measured on organizational commitment with interview test. According to the analysis, the relation between organizational commitment in employees and the abolishment of company sports team was not positive significant correlation. Furthermore, results of interview test did not show the relation between organizational commitment in employees and the abolishment of company sports team. However, results of interview test showed the relation with organizational commitment of players in T Company sports team. Consequently, the goal to possess a sports team in T Company was not to boost organizational commitment in employees. In addition, it is necessary to reconsider the correlation among employees engaged in T Company in the future.     

How employee involvement affects union commitment

I assess how employee involvement programs affect union commitment attitudes. Analysis of 229 survey responses indicates that participation attitudes have no effect on union commitment levels; previous participation has a positive effect; and organizational commitment has a negative effect. A similar pattern was observed on four subscales of union commitment: union loyalty, responsibility to the union, willingness to work for the union, and belief in unionism. I thank the employees, the unions, and the company at which this study was conducted. Also, I am grateful to suggestions and comments made by participants in the American University Department of Management Research Series. Finally, a word of thanks to Tom Case, Gordon Henry, David Jacobs, and Tom Vonk for their comments on earlier drafts of this paper.     

Downsizing Survival: The Experience of Work and Organizational Commitment

Although downsizing has become a common feature of American workplaces, the existing literature has focused on the effects of how downsizing is conducted, rather than considering how downsizing affects the experience of work for downsizing survivors. Using data from the 1997 National Employee Survey and structural modeling techniques, this study compares downsizing survivors and workers unaffected by downsizing on a variety of sociodemographic indicators, job characteristics, and organizational environment measures in order to explain the lower levels of organizational commitment among survivors. The model in which downsizing survival was directly and indirectly associated with commitment was generally supported. Survivors reported less commitment than unaffected workers. In addition, downsizing survival was positively associated with job-related stress and negatively associated with perceived organizational support, which translated into survivors' lower levels of commitment. This research suggests that organizations that downsize should consider ways to redesign work processes so as to reduce job-related stress and should engage in organizational practices that demonstrate organizational support for surviving employees.     

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.     

A structural equation model of the effects of diversity characteristics and inclusion on organizational outcomes in the child welfare workforce

The purpose of this study was to investigate the effects of diversity characteristics and organizational inclusion on organizational outcomes (e.g., organizational commitment, job satisfaction, and intention to leave) among public child welfare workers. The study used secondary data collected from public child welfare workers across a diversified Mid-Atlantic state. Structural Equation Modeling (SEM) was used to test the conceptual model. The results indicated that workers' higher perceptions of inclusion resulted in significantly higher levels of organizational commitment and job satisfaction. Furthermore, higher levels of workers' organizational commitment played a role in significantly reducing their intention to leave. The findings of the study provide practical implications for enhancing diversity management and organizational commitment, including instituting more participative decision-making structures and processes, and creating more accessible organizational information networks.     

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.     

Employee communication,job engagement,and organizational commitment: A study of members of the Millennial Generation

The purpose of this study was to explore the relationship between job engagement and two key components of employee-organization relationships (EOR). Findings from a survey of members of the Millennial Generation (N = 539) in the United States indicate that job engagement mediates the relationship between employee communication and organizational commitment. It is concluded that when employees are engaged in their work, their commitment to the organization is strengthened and the likelihood of them leaving the organization decreases. Furthermore, an argument is made in light of the study’s findings that engagement and commitment work in concert to strengthen EORs overall. To foster engagement, organizations should remove obstacles to internal information flow and provide ongoing feedback to employees about individual and organizational issues.     

Socialization and Work in Japan: The Meaning of Adulthood of Men and Women in a Business Context

Abstract  The Japanese term, shakaijin, refers to becoming a social adult, and locates the transition to adulthood in leaving school/university and entering an employment relation. In this paper we explore the role of company socialization in producing social adults. Company socialization is explored through a case study of a securities company, and an additional study of a large bank. New employee training programs are a central socializing event, and bridge the transition from school/university-to-work. In this study, events prior to and subsequent to new employee training arc also shown to play key roles in company socialization. Recruitment practices socialize as well as screen job applicants. Regular personal assessments continue socialization throughout the working life cycle. Based on the analyses of socialization in recruitment, training and assessment, two aspects of company socialization in Japan are emphasized. First, company socialization involves gender socialization. Male employees are the main subjects of company socialization, and their induction to social adulthood seeks to generate commitment and social integration to company life. Social adulthood of female employees is defined in connection with future familial roles rather than commitment to work. Second, the meaning of social adulthood for men is fused with acceptance of management goals. Company socialization attempts to align individual attitudes and behaviors with company goals.