Work Ethic: Do New Employees Mean New Work Values?

作者: Kimberly Melinsky , Charles F. Seifert , Raymond K. Van Ness , Cheryl L. Buff

DOI:

关键词: Social psychologyWorkforceEconomicsValue (ethics)Work ethicJob designManagementOrganizational commitmentHofstede's cultural dimensions theoryPsychological contractProtestant work ethic

摘要: The concept of work ethic has evolved from the writings early 20th century scholar, Max Weber (Weber, 1904-1905), who been frequently credited with contributing to success capitalism in western society what became known as Protestant (PWE) (Chusmir and Koberg, 1988; Hill Petty, 1995; Hirschfeld Field, 2000; Kalberg, 1996). highlighted value commitment raised questions why some people place a greater importance on appear more conscientious than others. For many years, this remained dominant theme psychological investigation occupational behavior (Pryor Davies, 1989). However, recent applied literature provided decidedly little clarity issue, even though practitioners express growing concern about waning (Hirschfeld Miller et al., 2002). Perhaps researchers have discouraged continuing studies domain because high frequency ambiguous results prior studies. enigmatic data may be due attempt study construct without considering each its individual dimensions (Miller Challenging it be, empirical research is needed. Greater understanding desires, requirements, work-related values newest generation employees provide win-win opportunity where both employers benefit. Conversely, adverse consequences knowledge shortfall are enormous. Mismatches between job design will negatively affect attitudes (Porter, 1969), which turn firm's ability compete. Understanding requirement for any company that wishes operate vigor vitality (Ralston 1997), offers potential benefits an entire (Hansen, 1963) healthy organizations can translate into economically prosperous cultures (Hofstede, 1984). Key future manage, train, develop, reward (Vroom, 1960) satisfied (Herzberg, 1968) motivated workforce (Lawler, at all levels organization. This cannot accomplished unless changes understood. While most human resource management policies procedures mirror company's culture (Jain, 1990) influenced by root national 1983), they not always attuned changing (Smola Sutton, existence differences overall established workers new generally accepted Loscocco Kalleberg, 1988), degree extent differ fully understood (Cherrington 1979). review yielded wide range found younger older (Cherrington, 1977; Cherrington 1979; Taylor Thompson, 1976). findings incomplete or misleading since focus only one two Differentiation purpose understand arise college students professionals. differs related compares distinctive individuals begin their professional careers those already working careers. these populations provides guidance regarding current workforce. also involving contracts, organizational commitment, generational differences. example, contracts described general perceptions exchange agreement parties (De Meuse al. …

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