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The attitudes and behaviors of knowledge workers under different forms of pay administration and pay levels are investi gated. Base pay level was positively related to work performance and affective unit commitment.

Supervisors give better evaluations to employees that show greater job involvement. The findings from the research support this result.

Issues relating to research on emotion and its role in the work place are examined in detail. There is increased interest in this topic in particular areas such as anger at work.

Research using a sample of Canadian government employees has found that organizational commitment is a complex issue, as is shown from an assessment of links between commitment and external loci of control.

G. Ledford noted that the new findings on the happy-productive worker thesis may not become popular because management and labor have opposing interests. He believes that happy workers may be productive in a dispositional, but not in a motivational manner, does not give management and employees new insights to improve their lots. It is also not politically correct to advise companies that they should hire only happy workers to improve output and reject applicants who are unhappy.

The effects of performance attributions, such as effort and ability, and outcome dependence on leader feedback behavior after poor subordinate performance was examined using a 2x2 factorial design. Results revealed that leaders whose performance are dependent on the performance of their subordinates issue more immediate, frequent, and directive feedback than those whose success are independent on their subordinates' performance.

Job control and support from supervisors and co-workers determine employee's job performance. Control over job outcomes can also be a predictor of subordinate performance, in addition to supervisor consideration. A positive relationship between consideration and performance outcomes, such as overall performance, extra-role behavior and conscientiousness, exists when control is low. A high level of job control and high support from co-workers and supervisors may enable an employee to face the challenges of the job.

A model was developed to assess the enhancing effect of task and reward interdependence on group performance. Results show that while reward has a specific effect on the overall and final outcome of performance, task interdependence was shown to be more significant in stimulating cooperative behavior. This implies that while rewards are significant in the redesign of work processes, this must not be done without considering the cooperative aspect that can be derived from the process.

Survey was utilized to assess the effects of organizational politics and support to work behaviors, attitudes and stress. Survey findings indicate that along the spectrum of full-time and part-time employees, politics is correlated with negative reactions, such as withdrawal behaviors; while organizational support is related to positive employee behaviors, such as improved performance. The findings indicate that previous measure of organizational politics and support were grossly underestimated, implying that other factors are responsible. As a general rule, politics and support were positive indicators of worker problems such as job stress and fatigue.

Statistical analysis was employed to study the factors affecting employee burnout. Role stressor variables, such as role conflict, role ambiguity and role overload, were tested against three hassle variables to generate the Role Hassles Index, an index that can be used to predict employee burnout. The model developed showed an interesting reciprocal relationship between hassle density and burnout level, as well as the insight that demand level and recurrence rate of demanding episodes combine to increase incidence of employee burnout.

The impact of career management on employee development and performance is studied. Results show that employee developmental behavior is determined by the extent to which they solicit career-related information from peers, managers and other sources. On the other hand, managers' ratings had no influence on development behavior. Organizations can also encourage development behavior by training managers in the skills necessary to support employee development.

A survey of graduate students who are full-time salaried employees was conducted to examine the relationship of measures of locus of control (LOC) and measures of need for achievement (NACH) with individual motivations for cooperative or competitive strategy. The results showed significant linkages between the motivation for competitive strategies and LOC, NACH, and other LOC factors such as internality, self-confidence and belief in chance. Belief in control by others and chance was linked with the motivation to avoid the use of competitive strategies. There was no linkage between the motivation to use cooperative strategies and either LOC or NACH.

A study was made on pay valence and performance in a pay-for-performance format. Questionnaires were gathered from 178 female incentive employees with a nine-week, non-judgmental performance measure of the perceived ability of pay to address employee needs. The results indicated that employees had different valuation of pay. Moreoever, higher levels of performance in an incentive field setting were observed among those who had greater perceived valuation of pay.

The effects of value congruence on job satisfaction and organizational commitment are examined in detail in relation to a large organization.

Employees' perceptions of job content and hierarchy are examined in detail. Variables affection perceptions of plateaus are assessed.

The effects of compensation on job satisfaction and employee motivation are examined in detail, using discrepancy and expectancy theories.

The effect of management attitudes on the performance of sales personnel is examined in detail for the retail industry, both in terms of customer perceptions and corporate financial performance.

The effect of work-related factors on conflict between work and non-work in a sample of married lawyers is examined in detail. Long hours do not necessarily lead to conflict.

The congruence between preferred polychronicity and work-unit polychronicity with the elements of organizational commitment has been studied. Preferred polychronicity refers to the willingness of a worker to be involved in several tasks simultaneously. Work-unit polychronicity refers to the polychronic behavior of supervisors and co-workers. The components of organizational commitment are willingness to exert effort, desire to remain as a member of the organization and belief in organizational goals. Results show preferred polychronicity is significantly related with the components of organizational commitment.

Two alternative versions of the happy-productive worker thesis linking mood and disposition with job performance have been tested. It is hypothesized that an employee's affective state will be directionally associated with performance evaluations for a particular period of time. The employee's affective disposition is also speculated to be directly associated with supervisory performance evaluations over multiple periods of time. Results show that individual characteristics significantly influence behavior and performance over time.

A new study investigates the relationship between job performance and work values, moderated by situational constraints and in a service sector environment.

Research on anger at work, and how it is perceived at different levels in the hierarchy, is examined in detail. Hate tends to be linked to humiliation, and subordinates are not as likely to be confrontational.

Possible links between affect and job characteristics are examined in detail. Implications are drawn out from research for jobs design.

Factors affecting systems to promote suggestions from employees are examined in detail, with suggestions assessed in terms of ideas and their quality, and whether they are sumbitted.

Organizational politics is examined in detail in terms of its relationship with intent to leave and employee satisfaction, and self-promotion.

Factor affecting whether minor illness is seen as a legitimate reaons for employees taking time off work are examined in detail, using a sample of 13,000 civil servants.

The impact of shift work on medical technologists is examined in detail in terms of work attitudes and job enrichment, with day and rotating shift workers compared.

The contest- and sponsored-mobility models proposed by Turner (1960) was used to evaluate the impact of supervisor sponsorship, human capital and motivation on career development. An analysis conducted on 245 supervisor-subordinate dyads suggest that sponsored mobility variables, including supervisor relationship, are vital in determining the success of an employee's career. Leader-member exchange is particularly essential in determining promotability, career satisfaction and salary progression.

The moderating effects of subordinate individual differences, such as locus of control and self-esteem, are critical factors in assessing the behavior of employees, particularly in the context of perceived supervisor power. Data gathered from 165 business student graduates showed that employees with low self-esteem tend to be more motivated and manifest lower stress when handled by influential supervisors. On the other hand, individuals with low self-esteem are likely to show overdependence on external information and support.

The relationships among nurse manager motivation for power, achievement and affiliation, managerial leadership behaviors, staff nurse outcomes of job satisfaction, productivity and organizational commitment and patient satisfaction are studied. The results showed a positive correlation between manager use of leadership behaviors and staff nurse job satisfaction and patient satisfaction but negatively correlated with managerial motivation for power. Thus, both achievement motivation and power of the manager influence patient and staff outcomes in health care in the 1990s.

T. Wright and B. Staw have offered new evidence disputing the long-established notion that worker happiness does not necessarily lead to greater productivity. This idea has been regarded as truth in textbooks used by a generation of MBAs and doctoral students. They claim that personal disposition toward happiness not changes in happiness is associated with higher employee performance. Their research is admirable in that their approach overcame previous shortcomings and took advantage of new observations.