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Human Resources Management Commons™

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Dow Scott

1987

Articles 1 - 6 of 6

Full-Text Articles in Human Resources Management

Measuring Job Satisfaction: A Note On The Within And Between Problem, S E. Markham, Dow Scott Dec 1986

Measuring Job Satisfaction: A Note On The Within And Between Problem, S E. Markham, Dow Scott

Dow Scott

An analysis of within-group and between-group sources of covariation was applied to a seven item job satisfaction measure adapted from the Minnesota Satisfaction Questionnaire. Data were collected from 159 chemical workers. Results indicated that some satisfaction items were strongly influenced by the structure of the supervisor groups. This issue of between-versus within-group variation offers a possible explanation for low correlations in past research using job satisfaction measures.

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Attitudes Of Transit Employees Toward Merit Pay, Dow Scott, M J. Vest, F S. Hills, S E. Markham Dec 1986

Attitudes Of Transit Employees Toward Merit Pay, Dow Scott, M J. Vest, F S. Hills, S E. Markham

Dow Scott

Merit pay programs are the most widely used financial incentive program among urban mass transit systems. An attitude survey was conducted at a large transit system to determine how employees perceived the merit pay program in which they participated. Employee attitudes toward the merit pay system were mixed. Their perceptions of the accuracy of the performance evaluation were quite negative. However, employees as a whole favored a system in which pay increases are not based on seniority and are not general increases.

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Employee Attendance: Good Policy Makes Good Sense, Dow Scott, S E. Markham, G S. Taylor Dec 1986

Employee Attendance: Good Policy Makes Good Sense, Dow Scott, S E. Markham, G S. Taylor

Dow Scott

No abstract provided.

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Employee Incentives In The Public Sector: A National Survey Of Urban Mass Transit Authorities, D L. Deadrick, Dow Scott Dec 1986

Employee Incentives In The Public Sector: A National Survey Of Urban Mass Transit Authorities, D L. Deadrick, Dow Scott

Dow Scott

A survey of 222 transit directors on the use of financial incentive programs (FIPs) showed that merit pay was the most widely used FIP, followed closely by noncash incentives. Concerning performance measures, 97% of the merit pay programs utilized a supervisory performance evaluation, with attendance being the 2nd most important job behavior cited. Increased employee motivation was the most frequently cited benefit of merit pay programs, with reduced absenteeism and tardiness also seen as major improvements. 88% of the merit pay programs were judged to be effective

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Merit Pay: Just Or Unjust Desserts, F S. Hills, Dow Scott, S E. Markham, M J. Vest Dec 1986

Merit Pay: Just Or Unjust Desserts, F S. Hills, Dow Scott, S E. Markham, M J. Vest

Dow Scott

Investigated a merit pay system within the context of a large transit organization on the West Coast. More then 800 employees (aged 26–67 yrs) completed a survey questionnaire; they had an average length of service of 13.5 yrs, ranging from 1 to 44 yrs. One finding of the study was that an employee's performance score was significantly related to the job worth score, as measured by the job grade for each employee's position. This finding suggests a form of systematic bias in performance evaluation scores. The present authors suggest a general procedure (consisting of 4 delineated steps) for evaluating any …

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Tracking The Merit Of Merit Pay, F S. Hills, R M. Madigan, Dow Scott, S E. Markham Dec 1986

Tracking The Merit Of Merit Pay, F S. Hills, R M. Madigan, Dow Scott, S E. Markham

Dow Scott

No abstract provided.

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