Effects of Personal Values on the Relationship Between Participation and Job Attitudes

White, John Kenneth; Ruh, Robert A.

doi:10.2307/2392202

Cited by 107 publications

(45 citation statements)

References 16 publications

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“…Participation in decision making was measured by three items adapted from White and Ruh (1973). This scale was also used by Stashevsky and Elizur (2000) to analyse the effect of PDM on quality management.…”

Section: Methodsmentioning

confidence: 99%

Differences in Organizational Factors by Lean Duration

Wickramasinghe

2011

Oper Manag Res

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The aim of this paper is to explore whether employees' perceptions towards perceived organisational support and participative decision-making vary by lean duration (i.e., the duration of lean production in operation), and whether managers' perceptions towards propensity for participative decision-making vary by the lean duration. For the study, quantitative research methodology was used and data was collected from 616 shop-floor employees and 129 middle level managers engaged full-time in export-apparel manufacturing firms that have implemented lean production systems in Sri Lanka. It was found that participative decision-making and propensity for participative decisionmaking significantly differ by the duration of lean production in operation.

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Section: Methodsmentioning

confidence: 99%

Differences in Organizational Factors by Lean Duration

Wickramasinghe

2011

Oper Manag Res

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“…. Job involvement -Job involvement reveals the significance of work in the life of an employee (White andRuh 1973, Knoop 1995). To be involved with one's job refers to the degree an individual is taken up or consumed by his/her job in which he/she can identify with (Guimaraes 1996).…”

Section: Quality Of Work Lifementioning

confidence: 99%

Does TQM improve employees’ quality of work life? Empirical evidence from Malaysia's manufacturing firms

Ooi

Lee

Chong

et al. 2011

Production Planning & Control

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Quality of work life (QWL) has recently received surmountable attention, but many of the past studies lack in conceptual analysis and empirical evidence. This article is believed to be one of the first few empirical studies investigating the relationship between total quality management (TQM) practices and employees' QWL in relation to the Malaysian ISO9001 certified manufacturing firms. The proposed framework was tested on a sample of 202 firms using the structural equation modelling technique. The survey evidence identified that leadership, process management, information and analysis and customer focus have an impact on employees' QWL. However, human resource management and strategic planning did not show any significant correlation with employees' QWL, implying that both variables do not provide extensive opportunities for employees to achieve a better balance in both work and life. This research evidence has given managers a better comprehension on the relevant TQM practices to be adopted to improve employees' QWL. Hence, greater TQM implementation can ensure a higher QWL, and this serves as a competitive edge, ensuring organisational success.

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“…In this study, participation (also known as autonomy) is defined as the degree to which an individual has the opportunity to be involved in decision making on the job (based on White and Ruh, 1973), whereas centrafization is described as the degree to which decision-making power is concentrated in the organization (Price and Mueller, 1981). Participation is best seen as a micro-level variable as it relates to decisions directly affecting the job.…”

Section: Work-setting Variablesmentioning

confidence: 99%

“…Twelve of the measures (participation, centralization, role ambiguity, co-worker support, supervisory support and supervisory fairness, routinization, work motivation, union commitment, absence culture, job satisfaction, job motivation, organizational commitment) were developed from the measures of White and Ruh (1973), Aiken and Hage (1966) Lodahl and Kejner (1965) and Mowday et al (1979), respectively. The measures of external responsibilities and absence permissiveness were formulated by the researchers.…”

Section: Measurementmentioning

confidence: 99%

The determinants of absenteeism: evidence from Australian blue–collar employees

Deery

Erwin

Iverson

et al. 1995

The International Journal of Human Resource Management

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For much of the last decade research studies on absenteeism have concentrated on samples of white-collar employees in service-sector organizations. Unionized factory workers have largely been ignored. As a consequence, certain work-setting variables and policy matters which would appear to be germane to an understanding of absenteeism in a manufacturing environment have tended to be neglected.The purpose of this study is to develop and test a causal model of absenteeism using a sample of unionized, production workers in the automotive industry. The LISREL results indicated there were a number of different factors that had a significant effect on the incidence of absenteeism. These causal factors included job motivation, the routinization of work and supervisory support, as well as absence culture and the employees' external responsibilities. I n addition, policy issues relating to previous disciplinary warnings and the accumulation of sick pay were identified as significant determinants of absence behaviour.

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Effects of Personal Values on the Relationship Between Participation and Job Attitudes

Cited by 107 publications

References 16 publications

Differences in Organizational Factors by Lean Duration

Differences in Organizational Factors by Lean Duration

Does TQM improve employees’ quality of work life? Empirical evidence from Malaysia's manufacturing firms

The determinants of absenteeism: evidence from Australian blue–collar employees

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