A Test of "Gender" and "Job" Models of Sex Differences in Job Involvement

Employment Practices and Organizational Commitment: Differential Effects for Men and Women?

“…This may be due to the following reasons related to the sample and research site. First of all, previous studies of business executives revealed few gender differences with regard to men's and women's affective reac tions towards the job, such as job satisfaction, job involvement, and organizational commitment (Lorence, 1987;Parasuraman & Greenhaus, 1993;Powell, 1990). Moreover, in a highly competitive business community like Hong Kong, many educational and employment opportunities are available for women managers.…”

“…Karabik and Rosin (1995), for example, found that the level of organizational commitment among women managers was not much affected by their marital status and the presence of children. Furthermore, it has been reported that male and female pro fessionals and managers have similar attitudinal reactions to their jobs, such as career satisfaction, job involvement, job satisfaction, and organizational commit ment (Lorence, 1987;Marshall, 1984;Parasuraman & Greenhaus, 1993;Powell, 1990). In short, previous research findings were largely in favor of the job model in explaining the gender differences in affective organizational commitment (Bielby & Bielby, 1989;Marsden et al, 1993).…”

“…6, No. 3, July 1998 Downloaded by UNIVERSITY OF EXETER At 13: 14 11 August 2015 (PT) job model (Feldberg & Glenn, 1979;Lorence, 1987;Marsden et al, 1993). The gender model, by emphasizing women's domestic responsibilities, argues that men and women differ in their levels of organizational commitment (Gutek & Cohen, 1987;Loscocco, 1990a).…”

Effectiveness in Voluntary Organizations: An Empirical Assessment

“…Dependence on the hierarchy of authority is indicated by frequency of reliance on superordinates for final authority over a work-related issue. The amount of freedom personnel perceive they have with respect to work related activities and decisions (Olmstead and Christensen 1973) is sometimes more important than involvement in organizational decision making (Blauner 1964;Argyris 1964;Lorence 1987). Anderson and Martin (1982) found that job discretion (autonomy) was the most highly valued work attribute for social workers in both public and private settings.…”

“…However, by and large, theoretical development on organizational effectiveness relies on the analysis of firms or bureaus as empirical referents (Knoke and Prensky 1984). Effectiveness as work quality in public social service organizations has (Grandjean, Bonjean, and Aiken 1982) received somewhat more attention (Whiddon and Martin 1989;Holland et al 1981;and Lorence 1987). However, voluntary organizations rarely serve as the unit of analysis for the questions that deal with effectiveness.…”