The selection and consequences of job comparisons

Not what it was and not what it will be: The future of job design research

“…It is known, for example, that employees often compare the characteristics of their own jobs with those of others in their work units-and that they have negative reactions when they perceive their jobs to be relatively lower in quality (Oldham, Nottenburg, Kassner, Ferris, Fedor, & Masters, 1982). Thus, if some employees engage in job crafting and introduce conspicuous positive changes, will people who elected not to craft their job exhibit lower satisfaction and productivity thereafter?…”

Patterns of occupational segregation by gender in the hospitality industry

“…Economists seek the causes of segregation in individual preferences and the characteristics of workers and employers (Brown and Corcoran, 1997;Kanter, 1977;Pearson and Sachs, 1980;Phelps, 1972;Walsh, 1977). Sociologists differ from economists in that they view segregation as a causal mechanism that gives rise to other differences between men and women (Marshall, 1992;Oldham et al, 1982;Suls and Miller, 1977;Tomaskovic-Devey, 1993). Psychologists emphasize the differences between men and women in their values and views when analyzing their expectations regarding earnings, and thus, their subsequent occupational segregation (Lips, 1991;Major and Konar, 1984;Thomas and Velthouse, 1990).…”

The Effect of Organizational Justice on Employees' Turnover Intention and Customer-Oriented Behavior in Chinese Full-Service Restaurants: The Mediating Role of Organizational Affective Commitment

“…In organizational settings, distributive justice research concentrated primarily on perceptions of equity [12]. This research demonstrated that individuals consider distributive justice for a variety of organizational outcomes including pay [17], job challenge [18 ], job security [19], supervision [19], office space [20], and layoffs [21]. Additionally, organizational research on distributive fairness showed that individuals' perceptions of the fairness of outcomes affect their attitudes and behaviors (e.g., job satisfaction, organizational commitment, performance, intention to remain with the organization, organizational citizenship behavior).…”