Congruencies Among Organizational Components and Their Relationships to Work Attitudes (Psychometrics, Industrial Psychology)
Mayberry, Paul Worsley
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https://hdl.handle.net/2142/68997
Description
Title
Congruencies Among Organizational Components and Their Relationships to Work Attitudes (Psychometrics, Industrial Psychology)
Author(s)
Mayberry, Paul Worsley
Issue Date
1985
Department of Study
Education
Discipline
Education
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Business Administration, Management
Abstract
An integrative model of organizational fit is proposed and tested. Based on the multiple dimensions of the Theory of Personal Investment, the model hypothesizes the relationships among organizational components and selected work attitudes. A multiple regression estimate of the degree of fit or congruency among the organizational components is used for data collected from seven diverse organizations. The high intercorrelation of the work attitudes resulted in a dominant first canonical variate relating to positive general effect towards the organization. Separate regression analyses for each of the work attitudes tested the integrative model and determined which dimensions of the congruencies were most highly associated with each attitude. The use of congruencies and the integrative model was supported for the explanation of organizational commitment and advancement within the organization. Job satisfaction was found to be a complex attitude that was better predicted by the organizational components and not their congruencies. The dimensions of the congruencies that entered into the separate regression analyses differed, dependent upon the specific attitude under study. A discriminant analysis found that the component variables better discriminated executives from the other members of the organization than vice versa. The social and ego dimensions best distinguished between the two groups. An analysis of covariance found organizational type to have no effect on the relationships of the work attitudes and the congruencies across the seven organizations. Implications for management based upon the results of the study were noted.
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