A conceptual model of the determinants of employee benefit satisfaction

A model of employee benefit satisfaction, as a construct distinct from pay satisfaction, is proposed. Benefit satisfaction in this model contains two components: satisfaction with the costs incurred and satisfaction with the quality of the benefit package. Proposed determinants of benefit satisfaction in the model include employee needs, values and expectations; benefit availability and level of coverage; employee experience with package components; and cost structure of the benefit program. Employer communication, distributive justice and procedural justice are proposed as moderating variables. A discussion of the complete model is presented along with suggestions for future research. © 1992

Models of satisfaction with benefits: Research implications based on the nature of the construct

Research interest in benefit satisfaction continues to increase. The following paper empirically examines demographic correlates of satisfaction with several common benefits. The differences which result support the consideration of benefit satisfaction as a multi-faceted construct separate from pay level satisfaction. Cautions are offered for future benefit related research. © 1990 Human Sciences Press, Inc

Benefits management and communication: A marketing orientation

The purpose of this article is to call for a marketing orientation for future benefits research and practice, particularly in the area of benefits communication. Specific marketing content domains examined include service quality management, involvement, values, and cost/benefit trade-offs as they apply to formation usage. The article presents background discussions of each conceptual topic, related exploratory research propositions, and examples of specific applications to employee benefits. © 1994

Cognitive moral development and attitudes toward women executives

Research has shown that men and women are similar in their capabilities and management competence; however, there appears to be a glass ceiling which poses invisible barriers to their promotion to management positions. One explanation for the existence of these barriers lies in stereotyped, biased attitudes toward women in executive positions. This study supports earlier findings that attitudes of men toward women in executive positions are generally negative, while the attitudes of women are generally positive. Additionally, we found that an individual\u27s level of cognitive moral development correlates significantly with attitudes toward women executives. Limitations of the present study and implications for ethics and diversity training in organizations are discussed

Further examination of the measurement properties of Leifer & McGannon\u27s (1986) goal acceptance and goal commitment scales

The factor structure and discriminant validity of the Leifer & McGannon (1986) Goal Acceptance and Goal Commitment Scales were examined with structural equation modelling and a sample of employees (N = 196) who participated in a 2-year goal-setting programme. Confirmatory factor analysis indicated that the Goal Acceptance and Goal Commitment Scales measured two factorially distinct constructs. Internal consistency reliabilities were .81 for the Goal Acceptance Scale and .88 for the Goal Commitment Scale. Structural equation analysis indicated that both scales related positively to performance but differentially related to participation, satisfaction with supervision and goal difficulty

Anchoring, attributions, and self-efficacy: An examination of interactions

This study addresses gaps in the current literature by examining hypotheses based on the integration of self-efficacy, anchoring, and attribution theory. A novel anchor, attributional feedback, was utilized after an initial performance episode, and its influence on self-efficacy judgments was examined. This study also tested the previously ignored mediating influence of attributional analysis on the relationship between performance and self-efficacy as well as the influence of different attributions on self-efficacy under conditions of both successful and unsuccessful performance. Findings of this research indicate that carefully structured feedback is crucial when discussing an individual\u27s performance, as this feedback may influence the causal attributions that are made; moreover, it is through this attributional analysis that past performance affects judgments of self-efficacy. © 2001 Elsevier Science (USA)