...?”) on a four‐point Likert scale (1=“not at all”, 4=“to a large extent”). © Emerald Group Publishing Limited 2011 Workaholism Employee behaviour Employee attitudes Work psychology Nowadays, many employees work long hours (Drago, 2000). It seems that the pressures of the global economy...

...@fsw.eur.nl © Emerald Group Publishing Limited 2008 Organizational behaviour Human resource management Employee participation Employee attitudes Job satisfaction The Netherlands Bakker and Schaufeli (2008) have noted the need for positive organizational behavior (POB) research...

..., although in some cases, by means of small changes in work shifts, procedures, tasks or tools, organizations may encourage older employees to remain in the workforce (Warr, 2001). © Emerald Group Publishing Limited 2008 Retirement Older workers Employee attitudes Behaviour Whilst...

... Age discrimination Retirement Employee attitudes Older workers Work identity In recent years, older workers have become a target category for employment policies in many European countries. Under pressure from the EU in particular, employment policies promoting early retirement from...

... in general and withdrawal in nursing organizations in particular. It should be noted that few studies on this topic have applied such a longitudinal design, a need that was emphasized by Harrison and Martocchio (1998) . Absenteeism Employee attitudes Employee turnover Nursing Israel...

... and cognitive complexity may play in reducing the negative impact of work‐family conflict. © Emerald Group Publishing Limited 2007 Job satisfaction Cognition Stress Employee attitudes Other individuals – whose past experiences were highly structured, certain, and unchanging – expect order...

... the employee and the organization will function and chance for repatriate retention will increase. © Emerald Group Publishing Limited 2007 Human resource management Employee relations Employee attitudes Retention With business becoming increasingly global, employees with international...

... paragraph. © Emerald Group Publishing Limited 2006 Continuing development Call centres Employee involvement Training Employee attitudes As the pace of global competition and technical development increases, organizations rely on employees who are willing to engage in new learning...

... such as these as voluntary or involuntary, there may be value in directly tapping the specific, identifiable work‐life situations which influence one's preference for a certain employment status. Such specificity may result in the improved prediction of later employee attitudes and behavior, as compared to the more abstract...

... in the burden of the negative results of economic and technological changes (Yemin, 1982). © Emerald Group Publishing Limited 2006 Downsizing Employee attitudes Retraining Redundancy Metalworking industry Israel In consequence, since the 1980s different approaches at the national level...

... as the differences between contingent and full‐time employees. In addition, he argued that demographic group differences frequently observed in contingent employees' attitudes and behaviors were really second‐order effects of the kinds of contingent employment into which various demographic groups gravitated. Much...

... effects of socialization on isolated organizational outcome variables may overlook important linkages that are critical for explaining the inconsistent results in past empirical studies. © Emerald Group Publishing Limited 2005 Communication technologies Employee turnover Employee attitudes...

...); and 6. 6 disenchanted workers (DWs). The organizational culture profile (OCP) developed by O’Reilly et al. (1991) served as the measure of preferred organizational culture. This instrument measures eight aspects of organizational culture: Work study Corporate culture Employee...

... the downsizing is implemented: Downsizing Employee attitudes Models Case studies A description of the methodology employed to validate the model was presented in Part I. Since the model was created from the literature, i.e. what “should be done” according to recognized secondary data...

... on survivors will be minimized. As with the RJP (Wanous, 1973), the key is to present information prior to the event as if trying to vaccinate or immunize employees to the ensuing downsizing. © MCB UP Limited 2001 Downsizing Employee attitudes Models Research As downsizing becomes more...

... as the impact of everyday work stresses on individuals. Career development Employee attitudes Germany Job satisfaction ...

... Commitment Corporate culture Employee attitudes Empowerment Loyalty Attraction to the “ideal” organization is coveted by many for intriguing, compelling reasons[ 1 , 2 ]. Loyalty, values and organizational commitment represent the core components for co‐operation and consensus, as well...

... that organizations might increase satisfaction and reduce turnover of some employees by providing such alternatives. © MCB UP Limited 1996 Careers Employee attitudes Flexible organizations Flexible working Gender Surveys Schwartz[ 1 ] has proposed that professional firms such as law...

... they hear about these programmes, people knock the company′s doors down trying to get in, even though CTG′s starting salaries can be below the market. Career development Employee attitudes Information systems Job satisfaction Job security Personal needs Professionalism Staff turnover Training...

... experiencing and observing more bias, described the work setting as less favourable and were less satisfied, more likely to quit and saw the organization as less committed to fairness and due process. Draws implications for management and organizations. Discrimination Employee attitudes Job satisfaction...