Age Work Values.

Cherrington, David J.; Condie, Spencer J.; England, J. Lynn

doi:10.2307/255750

Cited by 81 publications

(33 citation statements)

References 4 publications

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“…Age is said to be a major differentiator of employees' values, as youngers place a higher importance on personal freedom, short-run gratification, flexibility, leisure time, individualism and openness than their parents do (Cherrington, Condie, & England, 1979;Robbins, 1993), whereas elder employees give higher importance to money, economic stability, status, hard work and loyalty to the organization as compared to younger employees (Robbins, 1993). Multiple regression analysis also indicated the effect of age to be higher than the other three variables on organizational commitment.…”

Section: Discussionmentioning

confidence: 99%

Correlational Study of Organizational Commitment, Self-Efficacy and Psychological Barriers to Technological Change

Sinha

Talwar

Rajpal

2002

An International Journal of Psychological Sciences

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Relationship among organizational commitment, self-efficacy and perceived psychological barriers to technological change was studied in a sample of 167 male managers selected from Tata Engineering and Locomotive company, Jamshedpur, Jharkhand, India. Organizational Commitment Scale developed by Allen and Meyer (1990), Generalized Perceived Self-efficacy Scale by Schwarzer and Jerusalem (1995), Questionnaire to measure Psychological Barriers to Technological Change by Ghani and Sugumar (1999) were the tools. Results revealed that organizational commitment is positively related with age, length of service in present cadre and self-efficacy and negatively with psychological barriers to technological change. Psychological barriers to technological change were found to be positively related with age, length of service in present cadre and negatively with self-efficacy. Negative correlation coefficients were found between self-efficacy and age and also between self-efficacy and length of service in present cadre. Multiple regression analysis was done to see the relative contribution of different variables.

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Section: Discussionmentioning

confidence: 99%

Correlational Study of Organizational Commitment, Self-Efficacy and Psychological Barriers to Technological Change

Sinha

Talwar

Rajpal

2002

An International Journal of Psychological Sciences

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“…It has also been postulated in the literature that older employees have, or at least perceive they have, more positive work experiences than do younger employees (Allen and Meyer, 1993;Cherrington et al, 1979). However, there is also evidence that aspiration for, and satisfaction with, certain organisational rewards (e.g.…”

Section: Hrm and Career Stagementioning

confidence: 99%

Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects?

Conway

2004

European Journal of Work and Organizational Psychology

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“…She contends that theories of justice, rights, ethics and utilitarianism are illustrative of standards of right and wrong. Aligned with this, Dose (1997, p. 228) Macnab & Fitzsimmons, 1987;Zytowski, 1994); needs satisfactions (Porter, 1961); age (Cherrington, Condie & England, 1979;Rhodes, 1983); generational (e.g. Smola & Sutton, 2002;Cennamo & Gardner, 2008); gender (e.g.…”

Section: Conceptualising Work Valuesmentioning

confidence: 92%

Work Values: A Formidable Domain Within the Context of People’s Lives

Pryce

2016

eTropic

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Work values occupy a specific domain within the context of people's lives. They govern the importance placed on work and work-related aspects by individuals (and groups of people) within the context of the entirety of their lives. Research on work values indicates that such values are derived from the same basic value systems which guide individuals through the various facets of their lives. As such, they are a specific subset of general life values and are influenced by intrinsic and extrinsic factors. The extant literature contends that various factors, such as demographics, nationality, organisations and occupation have a strong impact on work values. This article utilised an ethnographic approach to examine the ways in which work values can be found in the discursive attitudes and behavioural responses toward work. It explored the literature relating to work values and examined the work values of hospitality workers as a means to understanding differences and dominance in individuals' work values. It found that the work values of frontline hospitality workers are similar in terms of their attitudes to their work as providers of hospitality and stark differences emerged in relation to the work values of managers when contrasted with those of the frontline workers. Work values amongst managerial staff were not congruent. On the one hand, the managerial staff exerted work values commensurate with a higher emphasis on power and authority and a lack of consideration for social values. On the other hand, they exhibited work values indicative of a more altruistic nature. Through these findings, this study contributes to a greater understanding of work values, the meaning of work and the sustainability of working lives.

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Age Work Values.

Cited by 81 publications

References 4 publications

Correlational Study of Organizational Commitment, Self-Efficacy and Psychological Barriers to Technological Change

Correlational Study of Organizational Commitment, Self-Efficacy and Psychological Barriers to Technological Change

Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects?

Work Values: A Formidable Domain Within the Context of People’s Lives

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