W. Wilson's (1967) review of the area of subjective well-being (SWB) advanced several conclusions regarding those who report high levels of "happiness". A number of his conclusions have been overturned: youth and modest aspirations no longer are seen as prerequisites of SWB. E. Diener's (1984) review placed greater emphasis on theories that stressed psychological factors. In the current article, the authors review current evidence for Wilson's conclusions and discuss modern theories of SWB that stress dispositional influences, adaptation, goals, and coping strategies. The next steps in the evolution of the field are to comprehend the interaction of psychological factors with life circumstances in producing SWB, to understand the causal pathways leading to happiness, understand the processes underlying adaptation to events, and develop theories that explain why certain variables differentially influence the different components of SWV (life satisfaction, pleasant affect, and unpleasant affect).

Subjective Well-Being: Three Decades of Progress

A three-component conceptualization of organizational commitment

W Wilson's (1967) review of the area of subjective well-being (SWB) advanced several conclusions regarding those who report high levels of "happiness" A number of his conclusions have been overturned: youth and modest aspirations no longer are seen as prerequisites of SWB E Diener's (1984) review placed greater emphasis on theories that stressed psychological factors In the current article, the authors review current evidence for Wilson's conclusions and discuss modern theories of SWB that stress dispositional influences, adaptation, goals, and coping strategies The next steps in the evolution of the field are to comprehend the interaction of psychological factors with life circumstances in producing SWB, to understand the causal pathways leading to happiness, understand the processes underlying adaptation to events, and develop theories that explain why certain variables differentially influence the different components of SWB (life satisfaction, pleasant affect, and unpleasant affect) In 1967, Warner Wilson presented a broad review of subjective well-being (SWB) research entitled, "Correlates of Avowed Happiness" Based on the limited data available at that time, Wilson concluded that the happy person is a "young, healthy, welleducated, well-paid, extroverted, optimistic, worry-free, religious, married person with high self-esteem, job morale, modest aspirations, of either sex and of a wide range of intelligence" (p 294) In the three decades since Wilson's review, investigations into SWB have evolved Although researchers now know a great deal more about the correlates of SWB, they are less interested in simply describing the demographic characteristics that correlate with it Instead, they focus their effort on understanding the processes that underlie happiness This trend represents a greater recognition of the central role played by people's goals, coping efforts, and dispositions In this article, we review research on several major theoretical approaches to well-being and then indicate how these theories clarify the findings on demographic correlates of SWB Throughout the review we suggest four directions that researchers should pursue in the decades ahead These are by no means the only questions left to answer, but we believe they are the most interesting issues left to resolve First, the causal direction of the correlates of happiness must be examined through more sophisticated methodologies Although the causal priority of demographic factors such as marriage and income is intuitively appealing, it is by no means certain Second, researchers must focus greater attention on the interaction between internal factors (such as personality traits) and external circumstances As we shall see, demographic factors have surprisingly small effects on SWB, but these effects may depend on the personalities of those individuals being studied Thus, future research must take Person X Situation interactions into account Third, researchers must strive to understand the processes underlying adaptation Considerable adaptation to both good and bad circumstances often occurs, yet the processes responsible for these effects are poorly understood Research that examines how habituation, coping strategies, and changing goals influence adaptation will shed much light on the processes responsible for SWB Finally, theories must be refined to make specific predictions about how input variables differentially influence the components of SWB In the past, many researchers have treated SWB as a monolithic entity, but it is now clear that there are separable components that exhibit unique patterns of relations with different variables In each section of this article we discuss progress and opportunities in these four areas

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Subjective well-being: Three decades of progress

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

The results of the current study supported the general hypothesis that individuals who were different from others in a social unit on demographic attributes reported lower organizational attachment...

Being different: Relational demography and organizational attachment.

Using an exchange perspective based on work rewards and work values, this study is concerned with assessing the relative importance of various influences on organizational commitment. Data from 1385 workers representing a variety of occupations suggests that the model employed explains a large proportion of the variations in this work attribute. Moreover, it appears that work rewards have a strong positive effect on commitment while work values have a weaker negative effect. The results further indicate that intrinsic rewards are significantly more powerful determinants of commitment than extrinsic rewards. Additionally, the study examines the role of demographic variables. Generally, the data suggests that the effect of demographic factors on commitment is indirect through work rewards and values. The implications of these findings are discussed.

Determinants of Organizational Commitment

This study investigates the nature and sources of overall work satisfaction in several occupational groups. The effects of three types of work rewards on work satisfaction are assessed. They are: intrinsic task rewards, extrinsic social rewards and extrinsic organizational rewards. Data from 1,385 workers representing five occupational groups suggest that intrinsic rewards followed by extrinsic social rewards, are powerful determinants of satisfaction across all occupational groups. Extrinsic organizational rewards appear to emerge as an important determinant only in lower-level occupations. The implications of these findings for job redesign programs are subsequently discussed.

The Relative Importance of Intrinsic and Extrinsic Rewards as Determinants of Work Satisfaction

This study represents an attempt to examine the nature and sources of self-estrangement in work. The concept is defined using a discrepancy approach. Questionnaire data were collected from 1,313 em...

Some Determinants of Work Alienation

This article is concerned with the relationship between attitudinal and behavioral commitment. The role of work rewards and status characteristics regarding this issue is also considered. Data from...

An analysis of the relationship between attitudinal commitment and behavioral commitment

This study is concerned with the relationship between age and overall work satisfaction. Data from 1,385 workers representing a variety of different occupational groups suggest that age has an indirect positive effect on work satisfaction through its relationship to work rewards and values. Two commonly offered explanations of this relationship—cohort and aging—are examined. Overall, the available data provide conditional support for a type of aging explanation referred to as the intrinsic reward-accommodation hypothesis.

Clifford J. Mottaz

Papers

Determinants of Organizational Commitment

The Relative Importance of Intrinsic and Extrinsic Rewards as Determinants of Work Satisfaction

Some Determinants of Work Alienation

An analysis of the relationship between attitudinal commitment and behavioral commitment

Age and Work Satisfaction