This field study investigated whether perceived team support and team commitment relate to employee outcomes differently than perceived organizational support and organizational commitment. A LISREL analysis was conducted on data from 380 manufacturing plant employees and 9 supervisors. Job performance was related to team commitment; intention to quit was related to organizational commitment; and organizational citizenship behavior was related to both team and organizational commitment. Commitment mediated the relationships between support and the outcome variables.

A model hypothesizing differential relationships among predictor variables and individual commitment to the organization and work team was tested. Data from 485 members of sewing teams supported the existence of differential relationships between predictors and organizational and team commitment. In particular, intersender conflict and satisfaction with coworkers were more strongly related to team commitment than to organizational commitment. Resource-related conflict and satisfaction with supervision were more strongly related to organizational commitment than to team commitment. Perceived task interdependence was strongly related to both commitment foci. Contrary to prediction, the relationships between perceived task interdependence and the 2 commitment foci were not significantly different. Relationships with antecedent variables help explain how differential levels of commitment to the 2 foci may be formed. Indirect effects of exogenous variables are reported.

This study, which applied meta-analytic procedures, found a significant negative relationship between certain facets of job satisfaction and absenteeism. Findings suggest Ihat sampling errors, scale inadequacies, and Ihe use of different measures of job satisfaction and absence are tbe reasons for inconsistencies in previous empirical researcb tbat examined tbe relationship between job satisfaction and absenteeism. 599

In a U.S. invested enterprise in China, the receptivity of Chinese employees to a participative work environment was examined. Structural equation analysis indicated support for a model in which job satisfaction mediates the relationships between elements of a participative work environment (i.e., tasks performed, the relationships individuals had with their work groups, and the nature of the decision making processes) and employee willingness to cooperate with co‐workers and intention to quit. Task interdependence also had a direct relationship with willingness to cooperate.

Social exchange theory suggests that employees feel commitment toward both their employing organizations and their work teams, while also experiencing varying levels of support from these same entities. Unfortunately, previous work has neither fully explored this possibility nor tested the capacity of currently available instruments to adequately measure the distinctiveness of the associated constructs. To address this need, we collected data from 902 employees in four diverse organizations. As predicted, respondents distinguished among organizational commitment, team commitment, organizational support, and team support. Furthermore, as predicted, perceived support from an entity predicted commitment to that same entity.

This study tested the hypothesis of collectivist orientation as a predictor of affective organizational commitment. Data from 510 employees working in two organizations in China supported the hypothesis, that is, collectivist orientation is a significant predictor of affective organizational commitment when employees' specific organization, age, sex, organizational tenure, educational level, and pay satisfaction are controlled.

Employee characteristics and attitudes of secondary school teachers were examined to determine if men and women had different reasons for being absent. Although women were found to perceive some work related factors different than men and to take substantially more days off than men, their absence occurrences were not significantly different. In addition, an employees's age and attitude toward pay were the only factors found to exhibit a gender-related impact on absenteeism. Perceived role conflict, and job involvement were found to be significantly related to absenteeism for both men and women.

Three motivational theories (need, goal, and reinforcement) suggest that recognition programs should increase employee attendance. A 1‐year, quasi‐experimental field study of absenteeism was conducted at 4 manufacturing plants with a total 1,100 employees. The study compared a public recognition program for improving work attendance with 3 types of controls. The personal recognition treatment showed (a) significant decreases ranging from 29% to 52% for each quarter's baseline assessment, and (b) significant decreases when the control groups showed no decrease. Employees had favorable perceptions of the public recognition program.