Market and organizational influences on bank employees' work attitudes and behaviors.

Abstract

This study examined the relationship of market (1 e , market favorabihty, competition) and organizational characteristics (1 e , size, activity) to individual bank employees' job attitudes and behaviors Market and organizational measures were collected from nonperceptual, archival sources (e.g, socioeconomic status of immediate market, number of banks in area, dollar amount of transactions) Managers, assistant managers, and staff (N = 160) at 23 branches of a large midwestern bank participated Findings indicate that both market and organizational characteristics are primarily related to the individual's interpersonal relationships In addition, market characteristics are uniquely related to individual job perceptions (primarily satisfaction with co-workers) Organizational characteristics show no significant unique relationship, nor is there a significant interaction effect between market and organization on individual job perceptions Findings are discussed in terms of the boundary spanning role played by service organization employees

Career stage as a moderator of the relationships between organizational commitment and its outcomes: A meta‐analysis

“…Although the relationships were not strong, they were generalizable with insignificant remaining unexplained variance for both the total and the subgroups (see Table 1). However, the difference between the career subgroup correlations was significant only for tenure, indicating a moderating effect by tenure (3)(4)(5)(6)(7)(8) years versus 9+ years), but not age (see Table 2).…”

Testing the relationship of locus of control to different performance dimensions

“…A 'general limitation of previous field studies investigating the relationship between locus of control and performance is that they failed to control for relevant correlates of performance (Rotter, 1790;Spector, 1982 Although measuring a person's perception of the situation can be useful (Peters & O'Cdnnor, 1980) for explaining hidher performance, 'pure' (Lea non-perceptual) situa-tional measures are also important. For example, in their study of market and organizational influences on bank employee outcomes, Green, Blank & Liden (1983) used nonperceptual bank branch context measures (e.g. market favourability, competition, branch size and activity).…”

Newcomer leader–member exchange: the contribution of anticipated organizational support

“…Pay level has been found to be related to turnover intentions (Vandenberghe & Tremblay, ; Williams, McDaniel, & Nguyen, ). Additionally, organizational size has been shown to relate to employees' perceptions of interpersonal relationships, interactional fairness, and job attitudes (Green, Blank, & Liden, ; Schminke, Ambrose, & Cropanzano, ). Therefore, organizational size and salary as reported by respondents at Time 1 were used as control variables at Times 2–4.…”