Commitment, quits, and work organization in Japanese and U.S. plants.
This comparative analysis, using early 198Os data from management interviews, employee questionnaire surveys, and personnel office employment records in 41 manufacturing plants in Japan and 45 in the United States, explores how employee commitment to the firm is shaped by organizational structure, e...
| Publicado en: | Industrial & Labor Relations Review Vol. 50; pp. 39 - 60 |
|---|---|
| Autores principales: | , |
| Formato: | Artículo |
| Publicado: |
Cornell University
October 1996
|
| Materias: | |
| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=510521612&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 510521612 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00197939 ILR jtl: Industrial & Labor Relations Review issn: 00197939 maglogo: N pubinfo: dt: October 1996 vid: 50 pid: 140 pub: Cornell University artinfo: ui: 510521612 10.2307/2524388 ppf: 39 ppct: 21 formats: fmt: @attributes: type: T tig: atl: Commitment, quits, and work organization in Japanese and U.S. plants. aug: au: Lincoln, James R. Kalleberg, Arne L. su: Industrial management Organizational commitment Surveys Japan sug: subj: Japan Industrial management Organizational commitment Surveys ab: This comparative analysis, using early 198Os data from management interviews, employee questionnaire surveys, and personnel office employment records in 41 manufacturing plants in Japan and 45 in the United States, explores how employee commitment to the firm is shaped by organizational structure, employment practice, and other attributes of factories. The authors investigate both behavioral and attitudinal dimensions of commitment, measured respectively by quit records and survey responses. The results for both dimensions generally support the model of “welfare corporatism” as a commitment-maximizing organizational form in Japanese and American industrial capitalism. Qualifying that conclusion, however, are several noteworthy differences between the countries: unionization, formal work rules, and on-the-job training, for example, appear to have negative effects on the commitment of U.S. workers that are absent in Japan. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
|---|