FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2249599667> ?p ?o ?g. }

• W2249599667 abstract "The United States' (U.S.) workforce is more diverse than in previous decades in terms of race, gender, and native language (Fay, 2001). Such demographic shifts have changed how organizations attract applicants and how they motivate, reward, and retain employees (McAdams, 2001). Furthermore, organizations benefit from diversity by: (a) attracting the best talent available in the workforce (Cox, 1993), (b) increasing their product marketability to customers (Deshpande, Hoyer, & Donthu, 1986; Redding, 1982), and (c) fostering creativity, innovation, problem solving, and decision making in employees (Thomas, 1999; Thomas, Ravlin, & Wallace, 1996; Watson, Kumar, & Michaelsen, 1993). Given such benefits, organizations should attend to initiatives that facilitate the attraction of applicants from diverse backgrounds. Research has demonstrated that applicants use information about human resource systems, such as rewards, to form judgments about the perceived fit between them and the organization (Bretz & Judge, 1994; Schneider, 1987). For instance, organizations with policies accommodating work and family issues attract applicants preferring such benefits. Because reward systems influence applicants' opinions about the relative attractiveness of organizations (Lawler, 2000), it is important to determine the factors that influence such preferences. Motivation theories, such as the Theory of Reasoned Action, suggest that preferences toward reward systems are guided by individuals' values (Fishbein & Ajzen, 1975; Vroom, 1964). Such values, in turn, cause differences in reward preferences and organizational attraction. The purpose of this study was to investigate the relation of individuals' cultural values to the attraction of organizations offering different kinds of reward systems. More specifically, it sought to test three hypotheses. Hypothesis 1 predicted that there would be a two-way interaction between collectivism and the type of organization on organizational attraction. Hypothesis 2 predicted that there would be a two-way interaction between individualism and the type of organization on organizational attraction. Hypothesis 3 predicted that there would be a positive relation between collectivism and subjective norms used in organizational attraction. To test the three hypotheses, data from 228 participants were analyzed to evaluate their level of attractiveness to two different types of organizations (i.e., career-oriented vs. family-oriented). Findings for the test of Hypothesis 1 indicated that there was a joint effect between collectivism and the type of organization on organizational attraction. The slopes of the regression lines for each type of organization (i.e., family-oriented and career-oriented) differed as a function of collectivism. The slope of the regression line for the family-oriented organization was steeper than the slope of the regression line for the career-oriented organization. Results for the test of Hypothesis 2 indicated a joint effect between individualism and the type of organization on…" @default.
• W2249599667 created "2016-06-24" @default.
• W2249599667 creator A5047756443 @default.
• W2249599667 date "2007-01-01" @default.
• W2249599667 modified "2023-09-27" @default.
• W2249599667 title "The Role Of Cultural Values In Organizational Attraction." @default.
• W2249599667 cites W1484864026 @default.
• W2249599667 cites W1487109842 @default.
• W2249599667 cites W1490774257 @default.
• W2249599667 cites W1491644571 @default.
• W2249599667 cites W1500685689 @default.
• W2249599667 cites W1604054743 @default.
• W2249599667 cites W1716002601 @default.
• W2249599667 cites W1730782591 @default.
• W2249599667 cites W1807256883 @default.
• W2249599667 cites W1826164527 @default.
• W2249599667 cites W182635265 @default.
• W2249599667 cites W1965004797 @default.
• W2249599667 cites W1967263245 @default.
• W2249599667 cites W1971334151 @default.
• W2249599667 cites W1971588703 @default.
• W2249599667 cites W1976931552 @default.
• W2249599667 cites W1978812831 @default.
• W2249599667 cites W1980334413 @default.
• W2249599667 cites W1993232596 @default.
• W2249599667 cites W1995015044 @default.
• W2249599667 cites W1995751444 @default.
• W2249599667 cites W1998651777 @default.
• W2249599667 cites W2004340020 @default.
• W2249599667 cites W2011856791 @default.
• W2249599667 cites W2014643128 @default.
• W2249599667 cites W2017926787 @default.
• W2249599667 cites W2019787601 @default.
• W2249599667 cites W2025157940 @default.
• W2249599667 cites W2031970064 @default.
• W2249599667 cites W2032882307 @default.
• W2249599667 cites W2036389121 @default.
• W2249599667 cites W2047662493 @default.
• W2249599667 cites W2048593661 @default.
• W2249599667 cites W2061599609 @default.
• W2249599667 cites W2062818167 @default.
• W2249599667 cites W2062939910 @default.
• W2249599667 cites W2065083653 @default.
• W2249599667 cites W2071180699 @default.
• W2249599667 cites W2071969697 @default.
• W2249599667 cites W2072109642 @default.
• W2249599667 cites W2074222302 @default.
• W2249599667 cites W2075508513 @default.
• W2249599667 cites W2075534721 @default.
• W2249599667 cites W2077266354 @default.
• W2249599667 cites W2079266105 @default.
• W2249599667 cites W2081228936 @default.
• W2249599667 cites W2082602756 @default.
• W2249599667 cites W2083683409 @default.
• W2249599667 cites W2084496451 @default.
• W2249599667 cites W2088861238 @default.
• W2249599667 cites W2095996256 @default.
• W2249599667 cites W2097780989 @default.
• W2249599667 cites W2099518697 @default.
• W2249599667 cites W2099697766 @default.
• W2249599667 cites W2101948721 @default.
• W2249599667 cites W2103379473 @default.
• W2249599667 cites W2110530669 @default.
• W2249599667 cites W2112490664 @default.
• W2249599667 cites W2114909295 @default.
• W2249599667 cites W2115941580 @default.
• W2249599667 cites W2126869480 @default.
• W2249599667 cites W2127412652 @default.
• W2249599667 cites W2140256961 @default.
• W2249599667 cites W2142194243 @default.
• W2249599667 cites W2146321119 @default.
• W2249599667 cites W2146449653 @default.
• W2249599667 cites W2151076007 @default.
• W2249599667 cites W2153243545 @default.
• W2249599667 cites W2154620130 @default.
• W2249599667 cites W2158747611 @default.
• W2249599667 cites W2162090071 @default.
• W2249599667 cites W2162318351 @default.
• W2249599667 cites W2162614344 @default.
• W2249599667 cites W2164505655 @default.
• W2249599667 cites W2165908662 @default.
• W2249599667 cites W2168907003 @default.
• W2249599667 cites W2171106182 @default.
• W2249599667 cites W2312515356 @default.
• W2249599667 cites W2319213145 @default.
• W2249599667 cites W2341359137 @default.
• W2249599667 cites W2484483596 @default.
• W2249599667 cites W2490174466 @default.
• W2249599667 cites W2490923126 @default.
• W2249599667 cites W2494584622 @default.
• W2249599667 cites W2497641875 @default.
• W2249599667 cites W2531171505 @default.
• W2249599667 cites W2787889550 @default.
• W2249599667 cites W2788572022 @default.
• W2249599667 cites W2798508961 @default.
• W2249599667 cites W2906203074 @default.
• W2249599667 cites W3124872368 @default.
• W2249599667 cites W3127587709 @default.
• W2249599667 cites W3140675749 @default.
• W2249599667 cites W364736369 @default.

• next