Purpose - The concept of alienation boasts a long history in the academic literature. However, their empirical relations are not clear. The present study aimed at testing a model of predictors and outcomes of alienation. Since occupational status plays a key role in alienation processes, such model was tested with high and low-status workers. Design/Methodology/Approach – Participants were 340 workers holding high-status (N=98) and low-status (N=242) positions. Data was collected through a self-report questionnaire. We verified the hypothesized relationships by means of a structural equation modeling, simultaneously tested on high- and low-status workers. Findings – Results showed that individual determinants of alienation, i.e. locus of control, appear to play a more relevant role for high-status professionals, whereas organizational dimensions, i.e. perception of decision making, have an impact only for low-status workers. Relational variables, i.e. work-family conflict, fostered alienation, regardless the status. Concerning outcomes, alienation decreased both job satisfaction and job involvement. Research limitations/implications – The specificities of the cultural context have to be considered. Generalising our results to other cultural contexts requires caution. Practical implications - Organizations need to address the issue of alienation because of its negative influence on work attitudes and thus on both productivity and workers’ well-being.

Correlates of work-alienation and positive job attitudes in high- and low-status workers

FEDI, Angela;TARTAGLIA, STEFANO;ROLLERO, CHIARA
2016-01-01

Abstract

Purpose - The concept of alienation boasts a long history in the academic literature. However, their empirical relations are not clear. The present study aimed at testing a model of predictors and outcomes of alienation. Since occupational status plays a key role in alienation processes, such model was tested with high and low-status workers. Design/Methodology/Approach – Participants were 340 workers holding high-status (N=98) and low-status (N=242) positions. Data was collected through a self-report questionnaire. We verified the hypothesized relationships by means of a structural equation modeling, simultaneously tested on high- and low-status workers. Findings – Results showed that individual determinants of alienation, i.e. locus of control, appear to play a more relevant role for high-status professionals, whereas organizational dimensions, i.e. perception of decision making, have an impact only for low-status workers. Relational variables, i.e. work-family conflict, fostered alienation, regardless the status. Concerning outcomes, alienation decreased both job satisfaction and job involvement. Research limitations/implications – The specificities of the cultural context have to be considered. Generalising our results to other cultural contexts requires caution. Practical implications - Organizations need to address the issue of alienation because of its negative influence on work attitudes and thus on both productivity and workers’ well-being.
2016
21
7
713
725
Work alienation, Occupational status, Job satisfaction, Job involvement, Structural equations modeling
Fedi, Angela; Pucci, Letizia; Tartaglia, Stefano; Rollero, Chiara
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/2318/1631174
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