50 articles dealing with stages of group development over time are separated by group setting: therapy-group studies, T-group studies, and natural- and laboratory-group studies. The stages identified in these articles are separated into those descriptive of social or interpersonal group activities a

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Developmental sequence in small groups.

The development of the Job Satisfaction Survey (JSS), a nine-subscale measure of employee job satisfaction applicable specifically to human service, public, and nonprofit sector organizations, is described. The item selection, item analysis, and determination of the final 36-item scale are also described, and data on reliability and validity and the instrument's norms are summarized. Included are a multitrait-multimethod analysis of the JSS and the Job Descriptive Index (JDI), factor analysis of the JSS, and scale intercorrelations. Correlation of JSS scores with criteria of employee perceptions and behaviors for multiple samples were consistent with findings involving other satisfaction scales and with findings from the private sector. The strongest correlations were with perceptions of the job and supervisor, intention of quitting, and organizational commitment. More modest correlations were found with salary, age, level, absenteeism, and turnover.

Measurement of human service staff satisfaction: Development of the Job Satisfaction Survey

In this article I review studies of resistance to change and advocate new research based on a reconceptualization of individual responses to change as multidimensional attitudes. A challenging question for research and practice arises: How can we balance the organizational need to foster ambivalent attitudes toward change and the individual need to minimize the potentially debilitating effects of ambivalence? I conclude by highlighting the importance of examining the evolution of employee responses to change over time and the need to understand responses to change proposals that emerge from bottom-up. egalitarian change processes.

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Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change

The authors review the concept of organizational learning and present a broad conceptual framework for its modeling. Within this framework, one specific process for market-based organizational learning is postulated. An empirical test of this model leads the authors to conclude that a more positive learning orientation (a value-based construct) will directly result in increased market information generation and dissemination (knowledge-based constructs), which, in turn, directly affects the degree to which an organization makes changes in its marketing strategies (a behavioral construct). Managerial implications are discussed.

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A framework for market-based organizational learning: Linking values, knowledge, and behavior

This paper synthesizes research on the organizational learning phenomenon. The concept of organizational learning systems is proposed and developed. Learning systems are the mechanisms by which learning is perpetuated and institutionalized in organizations. Findings from an exploratory study of organizational learning are used as a basis for developing a typology of organizational learning systems.

Kenneth D. Benne

Papers

The planning of change

The planning of change: Readings in the applied behavioral sciences.

Human relations in curriculum change

Änderung des Sozialverhaltens

Role confusion and conflict in nursing; the role of the professional nurse.