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Past research has suggested that individuals in dirty work occupations can manage their self-views so as to derive positive self-definitions that allow them to perform their tasks with less of the burden of stigma. Results from our three studies show that this may not necessarily be the case when they try to manage how occupational outsiders view them. Findings from our studies show that in terms of this external perspective, rather than thwarting the occupational stigma, active stigma management by the stigma bearer can unintentionally reinforce the stigma. Drawing on the expectancy-confirmation framework from the stereotyping literature, we explain the cognitive mechanism that underlies this inadvertent stigma reinforcement in the stigma perceiver, and investigate the job performance implications for the stigma bearer. We test our hypotheses across two field studies and one experimental study, involving cross-industry and cross-sectional data, as well as one longitudinal data set including 128,549 employee–customer transactions. Our results contribute to research on dirty work by revealing that stigma management can be a double-edged sword with unintended negative consequences for the stigmatized worker. [ABSTRACT FROM AUTHOR]

This article explores why engineering students are committed to counterproductive practices. Student informants' work practices appeared to coincide with lay stereotypes about what "good engineers" do, and they sought to justify those practices as rational. This externalization encouraged them to perform these practices more frequently. We characterize the relationship between the enactment of norms and the externalization of work practices as a dialectical process that helps explain why the students could not conceive of changing their practices. We draw implications for theory on occupational socialization and for the management of engineering work from our findings. [ABSTRACT FROM AUTHOR]

Dirty work refers to occupations that are viewed by society as physically, socially, or morally tainted. Using exploratory, semistructured interviews with managers from 18 dirty work occupations, we investigated the challenges of being a manager in tainted work and how managers normalize taint--that is, actively counter it or render it less salient. Managers reported experiencing role complexity and stigma awareness. Four types of practices for countering taint were revealed: occupational ideologies, social buffers, confronting clients and the public, and defensive tactics. We discuss links between these practices. [ABSTRACT FROM AUTHOR]

A model integrating competing theories of social capital with research on career success was developed and tested in a sample of 448 employees with various occupations and organizations. Social capital was conceptualized in terms of network structure and social resources. Results of structural equation modeling showed that network structure was related to social resources and that the effects of social resources on career success were fully mediated by three network benefits: access to information, access to resources, and career sponsorship. [ABSTRACT FROM AUTHOR]

Using data collected from multiple respondents in all the business units of a large multinational electronics company, we examined the relationships both among the, structural, relational, and cognitive dimensions of social capital and between those dimensions and the patterns of resource exchange and product innovation within the company. Social interaction, a manifestation of the structural dimension of social capital, and trust, a manifestation of its relational dimension, were significantly related to the extent of interunit resource exchange, which in turn had a significant effect on product innovation. [ABSTRACT FROM AUTHOR]

A set of hypotheses based on emerging theory on high-involvement systems describes expected relationships between social structural characteristics at the level of the work unit (perceptions of role ambiguity, span of control, sociopolitical support, access to information and resources, and work unit climate) and feelings of empowerment. The hypotheses are examined with data on a sample of middle managers from diverse units of a Fortune 50 organization. A work unit with little role ambiguity, strong sociopolitical support, access to information, and a participative unit climate is found to be associated with managerial perceptions of empowerment, as is working for a boss who has a wide span of control. [ABSTRACT FROM AUTHOR]

We report a test of Lee and Mitchell's model of voluntary employee departure from an organization. Data gathered from interviews with nurses who had recently quit their jobs and a mailed survey were analyzed qualitatively via pattern matching and quantitatively through correlations, analysis of medians, log linear modeling, and contingency tables. Although the data generally supported the theory, several nonconfirming cases revealed ambiguities in the model and therefore opportunities for improvement. In general, the data indicated that people use different and distinct psychological processes when leaving an organization and that some of these processes may not be consistent with existing turnover theories. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

This study addressed the nature and functioning of relationships of interpersonal trust among managers and professionals in organizations, the factors influencing trust's development, and the implications of trust for behavior and performance. Theoretical foundations were drawn from the sociological literature on trust and the social-psychological literature and trust in close relationships. An initial test of the proposed theoretical framework was conducted in a field setting with 194 managers and professionals. [ABSTRACT FROM AUTHOR]

This study examined how decision-making procedures can facilitate the positive attitudes necessary for cooperative relations in decision-making teams. We hypothesized that consideration of member input and members' influence on a decision affect their perceptions of procedural fairness and consequently, their commitment to the decision, attachment to the group, and trust in its leader. An experiment involving intact management teams supported these hypothesis and indicated that perceived fairness partially mediated the impact of procedures on commitment, attachment, and trust. [ABSTRACT FROM AUTHOR]

The effects of sex and gender role on self- and group perceptions of leader emergence were examined. Though women were slightly more likely to emerge as leaders than men, gender role had a stronger effect on emergent leadership than sex. Specifically, androgynous and masculine subjects were the most likely to emerge as leaders. [ABSTRACT FROM AUTHOR]

This article develops and empirically examines a social exchange model of organizational citizenship behavior. An employee's trust in a supervisor is proposed to mediate the relationship between procedural fairness in the supervisor's decision making and employee citizenship. Data from 475 hospital employees and their supervisors were consistent with our model. We discuss future research directions. [ABSTRACT FROM AUTHOR]

It has been suggested that one reason so few women have been promoted to senior management positions is that during their careers they experience fewer developmental job opportunities than men. To test this idea, we surveyed male and female managers about developmental components in their current jobs. Results suggest that men experience some greater task-related developmental challenges, but women experience greater developmental challenges stemming from obstacles they face in their jobs. [ABSTRACT FROM AUTHOR]

In this article the authors discuss research they conducted that examined the Job Descriptive Index (JDI) in terms of its accuracy in measuring job satisfaction. The JDI test is designed to measure five aspects related to job satisfaction which include satisfaction with supervision, co-workers, pay, promotional opportunities and the work itself. The authors were interested in how reliable the test was across a wide range of job situations and to do this they examined how accurate the five factors identified by the test measure satisfaction. They also suggest more specific subdivisons where they deem it necessary.They conclude that the five factors represent an accurate measurement of job satisfaction; however, they do provide a discussion on some items that could be revised.

This study investigated the determinants of perceived ease of movement within an organization among two groups of clerical employees. It also investigated the relationship between perceived ease of movement and both organizational commitment and intention to quit. Younger employees with shorter job tenure who felt that their personal characteristics matched organizational criteria for mobility and who received feedback from their supervisors perceived themselves as having the greatest opportunities for advancement. Employees who desired mobility but perceived no opportunities were less committed to their organizations than employees who perceived they had opportunities for advancement. [ABSTRACT FROM AUTHOR]

Differences in coping strategies used by new hires and job changers are investigated. Job changers try harder to control and change their Job situations than do new hires, who seek out more social support and more aid from others. No systematic differences were found between the two groups in the degree of palliative coping. [ABSTRACT FROM AUTHOR]

The study examined performance, potential, aptitude, and career advancement differences between employees who voluntarily resigned from a national oil company and those continuing in the organization. Contrary to the existing literature, there was no indication that it is the high performers who more often leave. In fact the opposite was consistently demonstrated. [ABSTRACT FROM AUTHOR]

The impact of trust in the superior, perceived influence of the superior, and mobility aspirations of subordinates on upward communication behavior was examined. While the importance of trust as a facilitator of open information exchange was supported, this was less true of influence of the superior and mobility aspirations. [ABSTRACT FROM AUTHOR]

The article presents a discussion of occupational sociology and reports on the growth and development in the field of study. Beginning in the 1930's, social psychologists began evaluating the way employees viewed themselves within an organization. Worker identity can have an impact on motivation, organizational commitment and the performance of various work groups. Employee behavior is discussed as a mix of commitment and identity between professional orientation, company orientation and individual self interest. A specific example of scientists as a part of an organization is presented.

The proposition that open two-way communication is associated with a satisfying and effective superior-subordinate work relationship is examined. Different patterns and degrees of openness were related to five areas of subordinate work satisfaction. The results indicated that greater openness of communication by one or both members of the relationship was associated with increased satisfaction. In addition, openness of one member of the pair was significantly related to openness of the other members. [ABSTRACT FROM AUTHOR]

Although traditional methods of selection of personnel have accomplished a great deal In predicting job performance, the perspective of these methods is too narrow. In this article a behavioral model Is developed which can be used to examine the probable effects of the organization on the applicant, and the reciprocal effects of the applicant on the organization. [ABSTRACT FROM AUTHOR]