Young B S, Worchel S, Woehr D JPublic Personnel Management, (USA), Autumn 1998 Vol 27 No 3
Start page: 339. No of pages: 10
Tests out the hypothesis that organizational commitment among blue-collar workers will be more closely related to extrinsic rewards, such as pay and promotion, than to intrinsic rewards, such as autonomy and feedback on their job performance. Uses a sample of 64 employees for a public services department in the USA to analyse their attitudes to their jobs and the factors that affected their commitment to their work. Finds that, contrary to expectations, extrinsic rewards were no more important than intrinsic rewards in predicting the organizational commitment of the blue-collar workers. Considers the implications of this for managing this group of employees.
Subject(s): COMMITMENT, REWARD, PAY, JOB PROMOTION, INTERNAL COMMUNICATIONS, AUTONOMY, PUBLIC SECTOR, USA Database: PTA: Personnel & Training Abstracts Style: Theoretical with application in practice, Survey. Reference: 27AY566
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