Work Rewards, Work Values, and Organizational Commitment in an Employee-Owned Firm: Evidence from the U.K.

Nick Oliver

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Job Satisfaction and Organizational Behavior Employee Performance and Management Cooperative Studies and Economics

Abstract

This study examines the influence of employee work values, demographic characteristics, and organizational rewards on levels of organizational commitment, involvement, identification, and loyalty in a U.K. employee-owned firm. The idea that commitment can be understood as afunction of the 'fit" between employee values and organizational rewards was explored. Under multiple regression analysis, demographic variables made little impact on levels of commitment, but both organizational rewards and work values showed significant relationships to commitment. Employees who showed strong participatory values exhibited relatively high commitment; those with strongly instrumental values showed relatively lower commitment, providing some support for the 'fit" model. The implications of these findings for theory and practice in the area of employee ownership are discussed.

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1977Handbook of Industrial and Organizational Psychology.1980New work attitude measures of trust, organizational commitment and personal need non‐fulfilment 1974Building Organizational Commitment: The Socialization of Managers in Work Organizations 1987Employee stock ownership and employee attitudes: A test of three models.1981Conventional vs. Worker-Owned Organizations 1974Individual differences and reactions to job characteristics.1978The Effects of Employee Ownership on Organizational Identification, Employee Job Attitudes, and Organizational Performance: A Tentative Framework and Empirical Findings 1979Participation, Influence, and Worker‐Ownership

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