The definition and measurement of job involvement.

The author develops a theoretical framework relating job involvement to its antecedents, correlates, and consequences and reports meta-analyses of 51 pairwise relationships involving job involvement. Results of the meta-analyses support research suggesting that job involvement is influenced by personality and situational variables. Job involvement was strongly related to job and work attitudes but not to role perceptions, behavioral work outcomes, negative "side effects," or demographic variables. Moderator analyses indicated little difference in the strength of relationships based on involvement measure. The author found modest but systematic differences in the strength of relationships between studies of employees of public versus private organizations. He compares and contrasts the results of this study with meta-analytic findings regarding organizational commitment, discusses important theoretical considerations in the research stream, and offers suggestions for future research.

A meta-analysis and review of organizational research on job involvement.

Clients of service organizations have important roles to perform in creating services. Yet, comparatively little attention has been directed at the participation of clients in complex and demanding client performance domains. In this paper, clients are viewed as “partial” employees and (1) a model of client involvement stages is proposed, (2) role definition and control for clients in complex service creation are discussed, and (3) attention to issues that emerge from this discussion is encouraged.

Clients as “Partial” Employees of Service Organizations: Role Development in Client Participation

– Noting that a fundamental tenet of service‐dominant (S‐D) logic is the co‐creation of value‐in‐use, this paper aims to explore the theoretical possibility that the interactions between service systems cannot only co‐create value, but also have adverse consequences leading to actual value co‐destruction., – This conceptual paper critically reviews the dominance of value co‐creation and value‐in‐use in S‐D logic. Noting the relative lack of research in the converse possibility, the study proposes and explores the implications of value co‐destruction as a new concept which should be introduced within the framework of S‐D logic., – The study proposes a formal definition for the new proposed concept of value co‐destruction. It describes in detail the process by which it occurs, showing that value can be co‐destroyed through the interactions between different systems, resulting in value destruction‐through‐misuse. Indeed, value co‐destruction occurs when a service system accidentally or intentionally misuses resources (its own resources and/or those of another service system) by acting in an inappropriate or unexpected manner., – This paper is purely conceptual and exploratory. Empirical examination of the theoretical findings regarding value‐co‐destruction is required. Possible avenues of interest for such empirical research of value co‐destruction are suggested., – Limiting the occurrence of misuse by aligning the mutual expectations of interacting service systems should reduce the risks of value co‐destruction. Recovering from misuse should also be considered., – This study is apparently the first to have introduced the notion of value co‐destruction into the conceptual framework of S‐D logic.

Not always co‐creation: introducing interactional co‐destruction of value in service‐dominant logic

The proposed framework first clarifies the concept of customer service in a manufacturing context. Then the key strategic choices associated with emphasizing a customer service–oriented strategy are specified. Next, the organizational arrangements necessary to implement these strategic choices are described. Finally, alternative effective configurations of the strategic choices, organizational arrangements, and customer service activities are proposed. Research propositions are presented that focus on the relationship between central contingencies in the strategic management literature and customer service in manufacturing.

A Framework for Analyzing Customer Service Orientations in Manufacturing

Organization and Management

Human Relations in Administration.

dom to move within the limits set by demand. This is accomplished simply by defining social distance mobility of father-son occupations as total mobility divided by the demand factor. By defining social distance mobility as the ratio between actual mobility and the amount of mobility one would expect if no relation existed between the son's occupational class and that of his father, the expected mobility would reflect only the availability factors influencing movement. The data used in the research are taken from twenty thousand marriage license applications in Indianapolis. Occupation of the male applicant and his father was required in both time periods. These data gave a reasonably accurate picture of intergenerational movement when the formula used here is applied. Having taken account of the factor of availability of different ypes of occupations, the author then explored in turn the relative importance of ethnic, racial, and age factors. Mobility rates into and out of each occupational situation are given. No appreciable differences turned up in the amount and destination of occupational movement experienced by sons of foreign-born and native-born fathers in 1910. But in 1940 it was revealed that sons of foreign-born fathers moved into a larger proportion of positions in professional and proprietor occupations. Fewer were disposed to become manual workers than were sons of native-born fathers. If these same observations can be verified in other community studies where ethnic backgrounds are not predominantly North European, as in the case of Indianapolis, then a profound change in a popular assumption is warranted. But even the author hedges on making this kind of generalization. The results of the comparison of race with occupational mobility are not unexpected. Negroes became laborers three times as often as expected on the basis of the number of laboring jobs available in the total occupational structure in the 1940 period. The likelihood of Negroes becoming laborers did not depend upon their father's occupation.... From all occupational origins, Negroes were absorbed into the occupational structure only at those positions which were least economically and socially rewarding.

Schuyler Dean Hoslett

Papers

Organization and Management

Human Relations in Administration.

Executive Leadership: An Appraisal of a Manager in Action.

Man and Organization: Three Problems in Human Relations in Industry.