Second Thoughts on Work

Levitan, Sar A.; Johnson, Clifford M.

doi:10.17848/9780880996013

Cited by 16 publications

(5 citation statements)

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“…This lesson is not dissimilar to that which was drawn from the limited adoption of high-commitment personnel practices in the 1960s and 1970s, namely that we ought not to expect innovations in management on humanistic grounds (see e.g. Kelly 1982; Levitan and Johnson 1982;Sabel 1982: 213).…”

Section: Discussionmentioning

confidence: 94%

Getting the Measure of the Transformed High‐Performance Organization

Wood

1999

Brit J Industrial Rel

121

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The term`high-performance work systems' is increasingly being used to label the transformed high-commitment organization associated with the abandonment of Taylorism. A fundamental issue is whether the whole ensemble of high-commitment and total quality management practices tend to be used together or in a fragmented ad hoc way. Latent trait analysis is used to address this question. Using data from Osterman's study of US organizations, the analysis shows that certain practices do co-exist, though quality circle stands apart from them. While it is meaningful to talk of highperformance management as an integration of modern quality and personnel management methods, caution must be exercised when de®ning management approaches in terms of a set of practices on a priori grounds alone.

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Section: Discussionmentioning

confidence: 94%

Getting the Measure of the Transformed High‐Performance Organization

Wood

1999

Brit J Industrial Rel

121

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“…It is also predicted that the presence of unions will be negatively related to managers' evaluations of achieving desirable organizational improvements. As noted earlier, managers generally view unions as an interest group that generates conflict within companies (Hammer & Stern, 1986;Levitan & Johnson, 1982). Given the sometimes conflicting goals sought by management and unions such perceptions are to be expected.…”

Section: Hypothesis 4: Work Climate Will Be Positively Related To Expmentioning

confidence: 99%

“…The presence of a union can also be expected to serve as a restraining force inhibiting management's decision to actually adopt gainsharing. First, management typically perceives a union as an additional, adversarial institutional voice whose support for plan intervention is critical (Hammer & Stem, 1986;Levitan & Johnson, 1982). Gainsharing implementation is subject to collective bargaining because it affects employee wages and often results in the redesign of some job tasks.…”

Section: Governing Factors and Competing Modelsmentioning

confidence: 99%

The Decision to Implement Gainsharing: The Role of Work Climate, Expected Outcomes, and Union Status

Collins

Hatcher

Ross³

1993

Personnel Psychology

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This study empirically examines several factors that may predict management decisions to implement high‐involvement gainsharing plans, interventions that pay company‐wide bonuses for performance improvements and encourage employee involvement in work decisions. It addresses the question: why does one facility that considers implementing a gainsharing plan decide to do so, while another facility does not? In 59 facilities (32 nonunion and 27 union) considering the implementation of a gainsharing plan, 485 upper‐level managers evaluated the work climate in their facilities (participation, identity, cooperation, and expected plan support) and rated the anticipated outcomes of the intervention. Union status had no direct relationship with the implementation decision. A significant interaction showed that implementation was positively related to participation and expected outcomes in the nonunion facilities, but was unrelated to these variables in the unionized facilities. The results provided little support for a “transformation” model of plan implementation and moderate support for a "compatibility" model.

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“…The extrinsic motivation is obvious from an economic perspective, whereas the intrinsic motivation is based on sociological, psychological and philosophical perspectives. From a sociological point of view, the desire to work is part of human nature: we are driven by a ‘work instinct’ (Levitan and Johnson 1982); people work because of their instinct to be active and their instinct to play (de Man 1929). 5 Moreover, work involves sociability, personal relationships, and indispensable human contact.…”

Section: The Consumption Value Of Work Per Sementioning

confidence: 99%

“…This notion has emerged from multidiscipline perspectives ( e.g. Applebaum 1992; Erikson 1959; Frey 1997; Heilbroner 1985; Jahoda 1981; Levitan and Johnson 1982; Schumacher 1973; Scitovsky 1976; Spencer 2009 a ; Thomas 1999). Menchik and Weisbrod (1987) present a consumption model according to which individuals participate in unpaid work because they wish to increase their present consumption 4 .…”

Section: Introductionmentioning

confidence: 99%

How the lifecycle hypothesis explains volunteering during retirement

Sherman

Shavit

2011

Ageing and Society

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We suggest two supplements to Franco Modigliani's lifecycle model in order to explain why people who have retired from paid work choose either to start volunteering or increase the amount of time they devote to volunteer work. First, total consumption consists of both the material and immaterial products of work. While people can save their income in order to maintain an even level of material consumption, they unable to save a portion of the immaterial product. Second, at the statutory retirement age people retire only from paid work. We argue that older people substitute paid work for volunteering due to their inherent need to maintain immaterial consumption during retirement.

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Second Thoughts on Work

Cited by 16 publications

References 0 publications

Getting the Measure of the Transformed High‐Performance Organization

Getting the Measure of the Transformed High‐Performance Organization

The Decision to Implement Gainsharing: The Role of Work Climate, Expected Outcomes, and Union Status

How the lifecycle hypothesis explains volunteering during retirement

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