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Drawing on a recent survey of establishments in the United States, the authors examine how nonprofit, public, and for-profit establishments vary in the use of high-performance work organization (HPWO) practices that offer opportunities for participation in decision making (via self-directed teams and offline committees), enhance the capacity for participation (via multiskilling practices such as job rotation), and provide incentives for participation (via compensation practices). Nonprofit and public organizations are less likely to use performance incentives (gain sharing and bonuses) and some multiskilling practices than are for-profit organizations but more likely to use both self-directed work teams and offline committees. Sectoral differences in the prevalence of incentive compensation and self-directed teams persist after correlates of sector that predict HPWO prevalence—including establishment size, industry, computational requirements, and unionization—are controlled.

Data from the 1997 International Social Survey Programme show that a majority of u.s. employees preferto work a different number of hours than they actually work.Employees are divided in their preferences: many want to spend less time at work, but there are also many who want to increase their hours. These preferences vary with such characteristics as gender, age, family structure, income, opportunities for advancement, and part-time status. One surprising result is that family structures associated with work-family conflict are not associated with a desire for fewer hours. Members of dual-earner couples without children and male breadwinners without children are most likelyto desire fewer hours. This analysis suggests that work-family conflict is more likely to produce a desire for fewer hours when employees are well off economically.

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Using nationally representative data, we test three theories about distributive and procedural justice and their relation to job satisfaction. Our results support the group-value model more than the personal outcomes model by showing that procedural justice is a more important predictor of job satisfaction than is distributive justice. Furthermore, although other research has supported the psychological contract model by showing that experiences with downsizing alter how procedural justice and distributive justice are related to organizational commitment, we find that downsizing does not alter their relationship with job satisfaction.