Browsing by Author "Pierce, Jon L"

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An Annotated Review of Alternative Work Schedules
(Bureau of Business and Economic Research, 1978-07) Pierce, Jon L; Newstrom, John W; Kuhlmann, Diane O
Antecedents and Outcomes of Organizational Commitment: A Constructive Replication
(Bureau of Business and Economic Research, 1984) Pierce, Jon L; Dunham, Randall B
This study represents a constructive replication of the antecedent/outcomes to organizational commitment model developed by Steers (1977). Personal characteristics, job characteristics, reactions to work experiences, and an interactive model of pre-employment expectations and work environment experiences were significant predictors of organizational commitment. Commitment predicted absenteeism during the first·thr~e months of employment. A more powerful impact of commitment was on behavioral intentions which in turn had a significant association with subsequent turnover behavior.
The Design and Management of an Employee Ownership System: A Case for the Small Business
(Bureau of Business and Economic Research, 1987) Pierce, Jon L; Furo, Candace A
A model that defines employee ownership and reviews the process through which ownership leads to positive socialpsychological and behavioral effects is described. Employee ownership is presented as a viable option for the design, operation, and management of the small business. Issues pertaining to how to design an effective employee ownership system are presented, and a number of preconditions to the effective operation of an employee ownership system are outlined.
Discretionary Time and Employee Behavior, Motivation, Organizational Attachment, and Satisfaction
(Bureau of Business and Economic Research, 1980) Pierce, Jon L; Newstrom, John W
This quasi-experimental investigation compared employee job satisfaction, intention to quit, work attendance, productivity, and work related motivation across four work schedules. The data were derived from four organizations operating in the insurance industry with similar production technologies. Hypothesized systematic and significant differences in these employee responses comprising a positive linear relationship with increases in discretionary time was not supported, yet enployee job satisfaction and absenteeism were significantly worse in the fixed hour group relative to the extended flexitime group. Employee perceptions of work scheduling discretion did reveal a significant and positive linear relationship with job satisfaction and a significant negative association with absenteeism.
Duluth Police Department's Work Schedule Effects Study
(Bureau of Business and Economic Research, 1990-03) Pierce, Jon L
This study focused on the Duluth Police Department's work schedule change and the apparent impact that this change had upon the recipients of the change. Work and work schedule related attitude data were collected at two different points in time. The first data collection effort was made while the employees were working a rotating, 8-hour day work week schedule. The second data collection effort was made while the employees were working a rotating, 12-hour day, 48-hour 8-day work week schedule. Comparisons were made between several work and life-related issues in an effort to ascertain work schedule change effects. Survey results appear to indicate that the change in work schedule did not produce significant increases in work coordination problems, nor significant changes (i.e., decreases nor increases) in departmental performance. Role conflict and overload, as well as symptoms of stress declined between the two data collection periods. Finally, there were several significant changes in employee attitudes that accompanied the change in work schedules, indicating a more favorable employee reaction to the 12-hour day, 48-hour 8-day schedule than the former 8-hour day work week shift schedule.
Employee Ownership: A Field Study
(Bureau of Business and Economic Research, 1987-04) Pierce, Jon L; Rubenfeld, Stepen A; Morgan, Susan
In a field study of employee ownership, three dimensions of psychological (i.e., experienced) ownership were examined in relation to the level of experienced common interest and organizational commitment. Worker integration was tested as an intervening variable in the relationship between ownership and the level of employee job satisfaction and alienation. Results suggest that psychologically experienced ownership may not directly give rise to variations in employee attitudes, but this relationship may operate through the degree to which ownership results in an integration of the worker into the organization.
Employee Ownership: Process and Consequences
(Bureau of Business and Economic Research, 1987-07-13) Pierce, Jon L; Rubenfeld, Stepen A; Morgan, Susan
A model is developed that explicates the process through which employee ownership operates upon a set of employee attitudes and work-related behaviors. If legal ownership is operationalized such that it leads to experienced ownership, a psychological bonding (integration) of the employee-owner with the organization occurs. It is through this process that employee ownership exercises its influence upon employee attitudes, motivation, and behavior.
Employee Responses to Flexible Work Schedules: An Inter-Organization, Inter-System Comparison
(Bureau of Business and Economic Research, 1980) Pierce, Jon L; Newstrom, John W
A quasi-experimental investigation compared employee responses to the amount of discretionary time across four work schedules (a fixed hour and three variations of flexible work schedules). Hypothesized systematic differences in employee responses comprising a positive linear relationship with increases in discretionary time was not supported. Employee perceptions of time autonomy, however, did reveal a significant linear relationship with organizational attachment, organizational attendance, symptoms of stress, and job and off-job attitudes.
Flexible Work Schedule Dimensions, Perceived Time, Autonomy and Employee Responses
(Bureau of Business and Economic Research, 1980) Pierce, Jon L; Newstrom, John W
A quasi-experimental study investigated the relationship between work schedule features, employee perceptions of time autonomy, and selected employee attitude and behavior variables. Evidence exists suggesting that increased opportunities for employee involvement in work-nonwork time management increases perceptions of time autonomy which in turn has a linear association with employee affective responses. Selected work schedule features were also identified that relate to employee attitudes and behaviors.
Flexible Working Hours and the Acceptance of Employment by Non-Working Mothers
(Bureau of Business and Economic Research, 1982) Kuhlmann, Diane O; Pierce, Jon L
Flexible working hours have been recognized as one means by which conflict between personal life's demands and the demands associated with work can be reduced. Flexible forms of work scheduling have been advanced as one means by which mothers can gain entry to the work force, while simultaneously balancing their domestic responsibilities. It was found in this study that increased flexibility provided by flexible work schedules is significantly related to the expressed likelihood of mothers accepting full-time employment. Managerial implications are discussed.
Hours of Work Satisfaction as a Job Scope - Employee Response Moderator
(Bureau of Business and Economic Research, 1981) Pierce, Jon L
Conceptual and empirical evidence has been offered suggesting that employee satisfaction with the work environment is a necessary precondition for employee responsiveness to job enlargement and job enrichment. A constructive replication employing four independent samples of the four studies focusing on this relationship is presented. Empirical evidence does not support the moderating role of context satisfaction as has been found in previous empirical investigations.
Job Design in Perspective
(Bureau of Business and Economic Research, 1979) Pierce, Jon L
Job Design, Technology, and Social System Structure: A Technostructural Perspective
(Bureau of Business and Economic Research, 1979) Pierce, Jon L
Multiple dimensions of social system structure and technology were examined as correlates of job design. Technology, as predicted, was found to account for more variance in job scope than was the structure of the social system in which the technology and jobs were embedded.
The Management-Employee Climate and Its Impact upon the Employee's Organizational Self-Esteem
(Bureau of Business and Economic Research, 1986-02) Pierce, Jon L
This study focused on the determinants and consequences of employee organizational self-esteem (i.e., the degree to which employees see themselves as a competent, capable, worthwhile members of the organizational community.) It is hypothesized that the climate of the organization, as produced by managerial attitudes and behaviors, management-employee interactions, and managerial created work systems will be significantly related to the level of employee organizational self-esteem. It is also hypothesized that employee citizenship behavior, organizational commitment, and satisfaction will vary as a function of employee self-esteem. The data from this investigation provide support for these research hypotheses management are presented. Implications for human resource
The Measurement of Job Characteristics: A Content and Contextual Analytic Look at Scale Validity
(Bureau of Business and Economic Research, 1986-01-02) Pierce, Jon L; McTavish, Donald G; Knudsen, Kjell R
This investigation provides an examination of the validity of the Job Diagnostic Survey (JDS) and the Job Characteristics Inventory (JCI). The verbal content of the two measures is examined, as are the contrasts between the verbal content of these scales and the verbal content of three popular measures of job satisfaction. The Minnesota Contextual Content Analysis program is used to examine the ideas emphasized by these research scales. Both measures of job characteristics were found to discriminate from certain measures of job satisfaction, to emphasize an instrumental and not an affective context, and to possess some internal dimensionality problems.
Measurement Problems: Job Design, Technology, and Organization Structure
(Bureau of Business and Economic Research, 1977) Pierce, Jon L; Dunham, Randall B
Examination was made of the reliability and validity of multiple methods of work attribute measurement. Conceptually distinct constructs of technology, organization, structure and job design were found to have similar operationalizations. Conceptual clarity and construct validity are needed in order to enhance our understanding of organization behavior.
Organization-Based Self-Esteem: Construct Definition, Operationalization and Validation
(Bureau of Business and Economic Research, 1986-10) Pierce, Jon L; Gardner, Donald G; Cummings, Larry L; Dunham, Randall B
The construct organization-based self-esteem (OBSE) and its operationalization are introduced. A nomological network is developed containing a set of hypotheses which guided efforts to validate the construct and its research scale. Homogeneity of scale items, stability of dimensions, reliability (test-retest and internal consistency), convergent, concurrent and predictive validity estimates were all inspected through the conduct of a combination field studies and a laboratory experiment. Results from a validation effort involving eight samples (N>2000) representing a diversity of organizations and occupations are presented. Results supported all hypotheses. Recommendations for future research are suggested.
Organizational Self-Esteem: Construct and Scale Introduction
(Bureau of Business and Economic Research, 1985) Pierce, Jon L; Knudsen, Kjell R; Hawley, John
The construct organizational self-esteem and its operationalization are introduced. A partial nomological network is developed resulting in a set of hypotheses that served to guide efforts to validate the research scale. Scale dimensionality, stability of dimensions, internal consistency, convergent validity, and concurrent and predictive validity estimates were inspected through the conduct of two field studies and a laboratory experiment. Results provide initial validation evidence for the scale. Recommendations for future validation research are suggested.
Organizational-Based Self-Esteem and Managerial Behaviors
(Bureau of Business and Economic Research, 1991-02) Pierce, Jon L; Gardner, Donald G; Dunham, Randall B; Cummings, Larry L
This investigation posited a positive relationship between the level of an employee's organization-based self-esteem (OBSE) (i.e., the degree to which an individual has a sense of personal adequacy as an organizational member) and their effectiveness in carrying out several administrative/managerial behaviors (e.g., planning, coordinating, decision making, controlling). The study was conducted on a sample of professionals in a midwestern utility. OBSE, assessed at time-one, significantly correlated with seven out of 10 behaviors, overall performance, and extra-role behaviors each of which was assessed a-months later.
Predictors of Small Business Effectiveness: A Managerial Approach
(Bureau of Business and Economic Research, 1986-08) Furo, Candace A; Knudsen, Kjell R; Pierce, Jon L

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