Job Quality and Job Satisfaction Among Casino Workers: The Case of Foxwoods

This article examines the quality of casino jobs at the largest Indian casino in the United States. It uses survey responses to measure how Foxwoods\u27 employees evaluate various aspects of their jobs, and it also considers other aspects of job quality such as wages, fringe benefits, and wage inequality. The results are part of the growing literature that considers issues important to the gaming industry in the United States

Voluntary Turnover and Job Performance: Curvilinearity and the Moderating Influences of Salary Growth and Promotions

[Excerpt] The relationship between job performance and voluntary employee turnover was investigated for 5,143 exempt employees in a single firm. As hypothesized, support was found for E. F Jackofsky\u27s (1984) curvilinear hypothesis, as turnover was higher for low and high performers than it was for average performers. Two potential moderators of the curvilinearity were examined in an attempt to explain conflicting results in the performance-turnover literature. As predicted, low salary growth and high promotions each produced a more pronounced curvilinear performance-turnover relationship. Most notably, salary growth effects on turnover were greatest for high performers, with high salary growth predicting rather low turnover for these employees, whereas low salary growth predicted extremely high turnover. Additionally, once salary growth was controlled, promotions positively predicted turnover; with poor performer turnover most strongly affected

Effects of Personality on Executive Career Success in the U.S. and Europe

The present study extended prior career success models by incorporating traits from the five-factor model of personality (often termed the Big Five ) and several dimensions of extrinsic (remuneration, ascendancy, job level, employability) and intrinsic (job, life, and career satisfaction) career success. The model examined both direct effects, and the mediating effects of an array of human capital and motivation variables derived from prior research. Data were collected from two large samples of American and European executives. Some results supported prior research: Extroversion related positively, and neuroticism negatively, to intrinsic career success across both the U.S. and European samples. Some results differed from expectations: (1) Conscientiousness was mostly unrelated to extrinsic success and negatively related to intrinsic success in both samples; (2) Agreeableness was negatively related to extrinsic success in both samples. Differences emerged between the European and American samples, in that: (1) Neuroticism associated with lower levels of extrinsic success for the American executives but not the Europeans; (2) Extroversion associated with higher levels of extrinsic success for the European executives, but not the Americans. For both samples, human capital and motivational variables associated predictably with career success, but seldom mediated the relationship between personality and career success

Voluntary Turnover and Job Performance: Curvilinearity and the Moderating Influences of Salary Growth, Promotions, and Labor Demand

In this study we investigated the relation between job performance and voluntary employee turnover for 5,143 exempt employees in a single firm in the petroleum industry. As hypothesized, we found support for Jackofsky\u27s (1984) curvilinear hypothesis as turnover was higher for low and high performers than it was for average performers. Three potential moderators of this curvilinearity were examined in an attempt to explain conflicting results in the performance turnover literature and contradictory predictions from turnover models. As predicted, pay growth, promotions, and labor demand each differentially influenced the turnover patterns of low, average, and high performers. Most notably, paying high performers according to their performance predicted substantial decrements in turnover. A utility analysis indicated that the benefits of paying high performers according to their performance more than offset the costs and that such an approach was a superior strategy when compared to a more egalitarian pay growth policy

Job Search Behavior of Employed Managers

Job search typically has been thought of as an antecedent to voluntary turnover or job choice behavior. This study extends the existing literature by proposing a model of the job search process and examining the job search behavior of employed managers. Managers were initially surveyed about their job search activity over the past year. Approximately one year later, the same managers were surveyed to assess whether they had changed jobs since the initial survey, and the circumstances surrounding the job change. This survey data was matched with job, organizational, and personal information contained in the data base of a large executive search firm. Results suggest that dissatisfaction with different aspects of the organization and job were more strongly related to job search than were perceptions of greener pastures. Moreover, although some job search activity does facilitate turnover, a considerable amount of search does not lead to turnover. Thus, it appears that search serves many purposes. Implications of managerial job search on organizations are discussed

Job and Life Attitudes of Male Executives

Despite executives\u27 important positions in organizations, their attitute have not received much research attention. In an attempt to remedy this deficiency, the present study tested a hypothesized model of executive attitudes involving job satisfaction, life satisfaction, job stress, and work-family conflict. Using data gathered from a large, representative sample of male executives (due to the small number of female executives in the study, the analyses were confined to males only), LISREL results indicated support for the overall model and the specific relationships within the model. These results are the first to simultaneously consider job and life satisfaction, job stress, and work-family conflict, and also constitute the most comprehensive evidence to date on executive attitudes. The meaning and contributions of the findings are discussed

School-based service delivery models for students with exceptionalities: Stakeholders\u27 perceptions of effectiveness.

This study investigated the use of school-based service delivery models for students with exceptionalities and the perceptions of their effectiveness by key stakeholders: principals and vice-principals, classroom teachers, and special education teachers. There were 260 participants in this study; 29 administrators, 164 classroom teachers, and 67 special education teachers. An electronic survey was constructed and access to this survey was made available to the participants via their work intranet system. The survey solicited information using both quantitative and qualitative measures regarding participant demographics, the use of school-based teams, and perceptions of effective special education practices. In addition, two senior administrators from the school board were interviewed. There were significant differences between the groups in this study regarding the use of school-based teams, collaboration between special educators and classroom teachers, administrative support, and student success. Trends resulting from this study indicated a need to remove barriers to successful collaboration, that more human, financial, and material supports be made available, that greater options for programming and placements for exceptional students need to be available, that more training for classroom teachers is needed, and that formal school-based teams need to be implemented more widely to maximize effectiveness of special education services to students with exceptionalities.Dept. of Education. Paper copy at Leddy Library: Theses & Major Papers - Basement, West Bldg. / Call Number: Thesis2006 .B68. Source: Masters Abstracts International, Volume: 45-01, page: 0052. Thesis (M.Ed.)--University of Windsor (Canada), 2006

Is It Worth It To Win The Talent War? Evaluating the Utility of Performance-Based Pay

While the business press suggests that “winning the talent war,” the attraction and retention of key talent, is increasingly pivotal to organization success, executives often report that their organizations do not fare well on this dimension. We demonstrate how, through integrating turnover and compensation research, the Boudreau and Berger (1985) staffing utility framework can be used by industrial/organizational (I/O) psychologists and other human resource (HR) professionals to address this issue. Employing a step-by-step process that combines organization-specific information about pay and performance with research on the pay-turnover linkage, we estimate the effects of incentive pay on employee separation patterns at various performance levels. We then use the utility framework to evaluate the financial consequences of incentive pay as an employee retention vehicle. The demonstration illustrates the limitations of standard accounting and behavioral cost-based approaches and the importance of considering both the costs and benefits associated with pay-for-performance plans. Our results suggest that traditional accounting or behavioral cost-based approaches, used alone, would have supported rejecting a potentially lucrative pay-for-performance investment. Additionally, our approach should enable HR professionals to use research findings and their own data to estimate the retention patterns and subsequent financial consequences of their existing, and potential, company-specific performance-based pay policies

“Challenge” and “Hindrance” Related Stress Among U.S. Managers

This study proposes that stress associated with two kinds of job demands or work circumstances, “challenges” and “hindrances,” are distinct phenomena that are differentially related to work outcomes. Specific hypotheses were derived from this general proposition and tested using a sample of 1,886 U.S. managers and longitudinal data. Regression results indicate that challenge related stress is positively related to job satisfaction and negatively related to job search. In contrast, hindrance related stress is negatively related to job satisfaction and positively related to job search and turnover