Data were collected by an external company for a healthcare service firm interested in learning the job-related attitudes of their employees. Thus, archival data from 1,287 employees were collected for a different purpose. The survey consisted of 117 questions covering a broad range of constructs. Consequently, the items were used to derive effective measures of employee engagement and behavioral outcomes, as well as the emotional, mental, spiritual and physical dimensions. Exploratory and confirmatory factor analysis procedures were used to create scales reflecting these four factors. Interestingly, six scales emerged, logically linking to and further specifying the initial dimensions. These were Organizational Linkage, Manager Relationship, Job Fit, Job Clarity, Work Pressure, and Meaningful Work. To test the hypotheses, six separate regression equations were calculated, which statistically supported modification by each of the dimensions. However, statistical significance of the interactions resulted from having a large sample, given the actual association was too small to be meaningful (e.g., a contribution of 0.6% of the variance). As each of the dimensions had a main effect on the behavioral measure during hypothesis testing, exploratory regression equations were calculated to further understand the interrelationships. Of most interest was finding that in the presence of Engagement, the main effects of only Organizational Linkage and Job Fit reached significance. However, when Engagement was not included, four of the six dimensions made a significant contribution to Behavioral Outcomes. Overall, there was support for previous conceptualizations. From the scientist-practitioner perspective, the six factors identified in this study may be more useful than the four initially proposed. The distinctions give practitioners additional information to use in interventions to improve employee behavior and retention.

ABSTRACT The purpose of the present study was to explore the effects inclusion-exclusion on the job-related attitudes of the organizational workforce. These attitudes included job satisfaction, organizational commitment, burnout, and turnover intention. A quantitative survey was conducted using a sample of employees of a social service organization in San Bernardino County. Participants include employees from all levels and program areas of the social service organization. Study data was collected through the use of a self-report questionnaire. Measures were used to explore commitment to the organization, diversity perception, job satisfaction, turnover intention and burnout, the dependent variables. Using SPSS software to analyze data, descriptive statistics, correlation, and Mann-Whitney U analysis were conducted. More than half of the survey participants, as presented in Table 1 (see Appendix D), identified as women (n=35, 85.4%) and five (12.2%) accounted for the participants that identified as men. Results showed that Inclusion was significantly related to all job related attitudes except burnout, gender and race. Results were consistent with the literature in that inclusion is related to positive work-related attitudes, but inconsistent in regards to its relation with gender and race.