Nowadays, team-based approach is a common organizational strategy in many organizations. The study of the effect of team characteristics on team performance becomes a popular issue for many researchers. In order to ensure high performance, it is believed that the organizational strategy has to coordinate well with the characteristics of the team members. Aiming to determine the significance of work values, this study uses team members¡¦ work values as a variable, and tries to establish a relationship among work values, team characteristics and team performance. The results of the study are as follows: 1. The work values of members with different educational background and tenure are not the same. 2. Work values correlates with team characteristics. 3. Team characteristics correlates with team performance. 4. Some work values correlate with team performance. 5. Team characteristics have an effect on team performance. 6. Work values have an effect on customer orientation and team confidence. 7. Process-oriented work values have an effect on team characteristics. 8. Goal-oriented work values have an effect on the improvement of team performance. 9. Process-oriented work values have an effect on work quality, work values and innovation factors.

In the past, jobs in the financial industry were many people¡¦s top priority because they thought being financial specialists could make more money, have less workload, and enjoy relatively stable career path. However, this industry is recently facing big changes such as the subprime loan storm, merges and acquisitions of financial organizations, bankruptcies, hollowing out company's assets, etc. The impact on the macroeconomic environment and change of the financial system make financial specialists facing big challenges. The purpose of this research is to figure out the relativity of financial specialists¡¦ work values, job characteristics and job satisfaction. This research is sampling from financial service industry and 450 effective samples were collected. Among this research, factor analysis, reliability analysis, one-way ANOVA, analysis of variance, correlation, regression, and hierarchical regression analysis, etc were used. The finding shows that job characteristics have no interference on the link between work values and job satisfaction.

“There is a problem in the workplace…It is a problem of values, ambitions, views, mind-sets, demographics, and generations in conflict. The workplace you and we inhabit today is awash with the conflicting voices and views of the most age- and value-diverse workforce this country has known since our great-great-grandparents abandoned field and farm for factory and office” (Zemke, Raines & Filipczak, 2000, p. 9). The opening quotation encapsulates the popular belief among management practitioners that substantive and meaningful inter-generational differences exist in work values among the members of current workforce. Despite this practitioner interest and debate, systematic empirical research either to confirm or refute popular claims has, until recently, been lagging. Moreover, the few academic studies on this topic have largely focused on the US context and research from other countries, particularly non-English speaking, is scant. The aim of this study is to fill this vacuum by investigating the nature of work values across the prevalent generations of workers within the relatively unexplored cultural context of Greek hotel organisations. Building upon Schwartz’s (1994) theory of basic values and Vincent’s (2005) culture-specific approach of generational identity formation, this study proposes a values-based framework for studying generational differences in the workplace. The framework includes four types of work values namely extrinsic, intrinsic, prestige and social and three age-based generational groups; the Divided generation (1946-1966), the Metapolitefsi generation (1967-1981) and the Europeanised generation (1982-1996). The framework assumes that age-based generational identity is a culture specific phenomenon comprised of a distinctive set of values. The expectations and motivations towards work are shaped by this set of values, which emerged as a product of a living through experience from the successive entry into adulthood and endure as the members of each generation travelling through time together. In addition, generational boundaries are determined by revolutionary events that are contingent on the specific cultural context in which they became meaningful. The study assessed the concept of work values with a novel scale, designed to succinctly measure the four underlying work value types that were consistently observed in previous research. The proposed work values model was tested using a multiple triangulation approach with two samples and two methods of analysis across two studies. In study 1, the work values scores were collected by 303 workers in 7 year-round hotel establishments operated in the region of Macedonia and analysed with exploratory factor analysis. In study 2, the work values scores were collected by 304 workers in 7 seasonal hotel establishments from the same region and analysed with confirmatory factor analysis. The results of study 2 confirmed the outcome of study 1. More importantly, the analysis revealed that compared to theory driven alternatives, a second-order model, comprised of a general work values factor with four latent factors – intrinsic, material, power and affective work values, best fitted the data. This model helps to show how various types of work values fit together into a cohesive whole, allowing HR researchers and practitioners to identify broader patterns and trends in work values to improve HR interventions. Furthermore, multivariate analysis of variance among the entire sample (607 hotel workers) revealed significant generational differences in three types of work values (intrinsic, prestige and social), even when the effect of gender (male vs female) and operational pattern (seasonal vs year round) was taken into account. Some of the most complex challenges facing human resource professionals in contemporary organisations such as conflict, transferring of knowledge as well as retention of talents are often associated with these differences. Knowledge about the work values of each generation cohabiting current workplace can help organisations in creating practices that foster inter-generational synergies and comfort in the workplace. This in turn will allow them to narrow the social distance represented by the “generation gap”, an impediment to the effectiveness of even the most sophisticated human resource practices.

The purpose of the study was to determine what differences in work attitudes, if any, exist in the American workforce within various demographic groups, and what implications such differences have for managers. Age, level of education, college major, race, sex, pay method, skill level and job classification were chosen to be the independent variables. Current literature indicates that a shift in values has influenced many areas in society in the last two decades. This study was an attempt to determine if the work values of the general population are related to the above eight independent variables.

With up to four generations working together in today’s workforce, research suggests that managers may feel overwhelmed at the idea of strategically managing the diversity of work values amongst their teams. Many studies suggest practical implications for managing a generationally diverse work force, however strong opposition does exist questioning the impact that generation alone has on work values and management strategy. There exists a lack of research studying how managers themselves perceive these conclusions regarding generational differences in work values, and their effect on how they should manage their teams, an intriguing scenario, as it is them whom the conclusions have been derived for. As such the purpose of this study was to be one of the first to determine the degree to which practicing managers acknowledge common conclusions pertaining to the effect an employee’s generation has on their work values, and it’s relevance in management strategy.   The research followed a deductive approach as existing theories and conclusions were tested with the perceptions of practicing managers. A qualitative design allowed for the researchers to engage with respondents in a way that is not possible through a quantitative survey, avoiding the potential overgeneralizations already perceived by some to be abundant in the field. 11 experienced respondents from a single company within the engineering consultancy industry were interviewed addressing three research questions.   Results of the study revealed that practicing managers do recognize work value differences between generations, showing consistencies with existing research however with some deviations in certain work values.  Analysis of results revealed that generation was not the only contributing factor in these differences. Factors such as age, life stage and career stage, as well as industry trends were also revealed to be factors. Generation was not found to be an important influence on an employee’s individual work values compared to individual traits such as one’s personal upbringing, as well as other external, and dynamic factors. Generation was also not an important consideration when creating project teams. As such, understanding employees as individuals was regarded as more relevant than generation in the context of management strategy. Two preliminary models were developed to illustrate the theories and were updated reflecting the results of the analysis.   The study added to the existing body of knowledge by gaining insight on the idea of generational work value differences from a unique perspective by employing a different methodology than commonly seen in the area.

Nonprofit organizations' managers face challenges in creating nonmonetary rewards to increase the job satisfaction of staff and productivity of the organization. The purpose of this multiple case study was to explore the nonmonetary reward strategies that nonprofit organizations' managers used to increase employee job satisfaction. The targeted population included nonprofit managers who had successfully implemented nonmonetary reward strategies to increase employee job satisfaction. Kalleberg's theory of job satisfaction was the conceptual framework for the study. The primary data collection method was semistructured, face-to-face interviews with 3 participants. Secondary data sources included review of company documents such as employee evaluations and work-from-home request forms. Methodological triangulation of data and information was accomplished by comparing data collected from interviews and company documents. Through coding and thematic analysis, 3 primary themes emerged: experience, effective communication, and flexibility. The primary conclusion of this study was that managers use personal experiences as an employee to develop and implement effective reward systems. The implications of this study for social change include the potential to improve employee job satisfaction in nonprofit organizations, which may result in improved employee productivity and promote social development in the community.

The Swedish labour market is facing major challenges with regard to supply of skilled staff and recruitment of new employees. This concerns especially the welfare sector where an important group to attract is nurses. The purpose of this study is to elucidate what factors students in the nursing program at Umeå University value as important in future employers.The results from this study could be of value for the organisations to take into account; also,for employer branding. To find this out, an internet-based questionnaire was sent out via email to the nursing students attending semester 4–6. Based on the answers received, it is shown that the nursing students at Umeå University value social work environment, a high salary and good leadership as the three most important in future employment. High wages were equally valued between the genders but all the other areas where more highly valued by women. This study shows similarities to previous research within the field and how it looks today in the nursing profession, that is the soft and post-materialistic values where highly valued. What contradicts,and even makes this study unique, is that the nursing students also valued the materialistic values a safe and secure employment and a high salary as an incredibly important factor in their future professional life. To attract these students future employers has to offer a good social work environment where they can have fun with colleagues and ask for help if needed. They must also be given an adequate salary that corresponds to what their work actually entails.

The associations among work values, organizational commitment, and perceptions of organizational politics, as well as mediator of the perceptions of organizational politics on the relation between work values and organizational commitment are discussed. Cross-sectional design with questionnaire, containing Survey of Work values, Orgamizational Commitment Questionnaire, and Perceptions of Organizational Politics Scale, administered to 1000 hospital employees were used in current study. Response rate was 79.4%. Multivariate analytical results indicated negative relations between perceptions of organizational politics and organizational commitment, some of work values correlated with organizational commitment and perceptions of organizational politics. Effect of upward striving, one dimension of work values, on organizational commitment may be through perceptions of organizational politics. Explanations and implications are discussed.

Following the prosperity and economic growth of society, the people in Taiwan start to pay attention to the quality of hospitalization and personal health care. There are numerous new types of medical care business start to grow to meet these demands; hence the pressure of the competition in the medical care market becomes more serious ever. An immediate and important task is to utilize the knowledge and experience of the medical care workers to improve the quality of medical care service hence to create a long-term competitiveness. However, to enhance the quality of medical service, it needs to satisfy its internal customers (employees) to provide a high quality products and service. Then with high quality products and service, it will produce the satisfactory outside customers. This study focuses on the relationship between medical care industry knowledge employee¡¦s work values, motivation equality and resignation inclination. The actual survey objects are the employees of the hospitals, the pharmaceutical manufacturing and biotech related industry. This research adopts the random selection methodology for questionnaire. A total of 338 questionnaires were collected to perform the statistic analysis. The results are emphasizing the individual attributes of medical care knowledge worker to his work values, motivation equality, and resignation inclination. In summary: 1. Different individual attributes of medical care knowledge worker have significant difference in work values. 2. Different individual attributes of medical care knowledge worker have significant difference in resignation inclination. 3. Medical care knowledge workers¡¦ work values in different level have significant impact on resignation inclination. 4. Interaction between medical care knowledge workers¡¦ individual attributes and motivation equality has significant impact on resignation inclination. 5. Interaction between medical care knowledge workers¡¦ work values and motivation equality has significant impact on resignation inclination. Based on the results mentioned above, this study recommends the following suggestions to the medical care industry: (1) establish an equal and justice decision process and a transparent employee salary system, (2) enhance the mutual trust between the medical care industry and medical care workers, (3) pay attention to workers¡¦ career and development, and increase the human capital, (4) create an excellent working environment, and to allow the growth for both business and workers, (5) remove any blocks in the communication channels to create a win-win situation between medical care employer and workers. To future researchers on this topic, the author suggests that the research objectives should be expanded to the whole medical care industry. The statistical methodology should adopt the Stratified Random Sampling method. Data collection uses questionnaire mainly but complements with other observation method and in-depth interview method. There are many factors to affect the employee¡¦s resignation inclination, but only the worker¡¦s work values, motivation equality, and individual attributes to be selected as the variables. Other variables, such as organization climate, behavior of leadership, and etc.., are not included in this research. The author recommends that the future study can concentrate on the actual case study for the resignation inclination problems by using multi-variable analysis method.

The purpose of this study is to discuss the relationship among educational reform stress, working values, and organizational commitment perceived by primary school teachers. First, relevant literature on educational reform, job stress of teachers, working values, and organizational commitment is collected, investigated, and analyzed. Next, the framework of the research is devised, the questionnaire is edited and pre-tested, and the research instrument of this study¡X¡§Questionnaire of Education Reforms and the Work Attitude of Primary School Teachers¡¨¡Xis developed accordingly. Then, primary school teachers of Kaohsiung county are used as research population, from which 810 teachers in 67 schools are randomly sampled as research subjects. 761 copies of the 810 questionnaires issued are returned, among which 750 copies are valid. The returning ratio is 92%. After questionnaires are collected, statistics methods, such as descriptive analysis, t-test, one way MANOVA, Pearson's product-moment correlation, canonical correlation, and stepwise multiple regression, are used to analyze them. Finally, results of this study are discussed. Conclusions of this study are as follows: a) The greatest education reform pressure primary school teachers feel is ¡§workload¡¨, and the second greatest is ¡§curriculum reform¡¨. b) The highest value primary school teachers emphasize is ¡§organizational security¡¨, and the second greatest is ¡§interpersonal relationship¡¨. c) Primary school teachers are mostly content with organizational commitments which are ¡§a hard-working attitude¡¨, ¡§the inclination to keep the job¡¨ and ¡§organizational identity¡¨. d) Primary school teachers have different educational reform pressure, work values, and organizational commitment due to their different backgrounds. e) The less educational reform pressure primary school teachers feel the higher commitment they make. f) The higher work value primary school teachers emphasize the higher commitment they make. g) For most of primary school teachers, education reform pressure and organizational commitment are related in a negative way. h) For primary school teachers, work values and organizational commitment are related in a positive way. i) The relationship among education reform pressure, work values and organizational commitment of primary school teachers. j) Education reform pressure and work values can predict organizational commitment. And interpersonal relationship is a major predicator variable. According to the above conclusions, this study brings about the following results: A. For educational administrative organization: a) Education reform should include complete complementary packages, increase the number of teachers to reduce teacher's workload. b) Raise work values and strengthen teacher's organizational commitment. c) Accredit and support elementary teachers¡¦ highly positive hard-working attitude. B. For School Administrative: a) Encourage elementary teachers attending educational workshops, acquiring future knowledge, and adapting changes. b) Set reasonable work goals, improve the work environment and reduce teacher's work pressure. c) Strengthen teacher's ability to manage pressure and improve their mental and physical health. d) Build excellent interpersonal relationship and interactive patterns. e) Establish a rotation mechanism of teacher's holding concurrent administrative jobs and increase the opportunities of teachers' participation in the decision-making of school affairs. f) Guide and show concerns for young and inexperienced teachers in order to solidify their sense of cohesion. C. For teachers: a) Actively attend workshops and conferences to increase professional knowledge. b) Seize any opportunities to participate in administrative work. c) Expand social circles to improve interpersonal interactive relationship. D. Submit suggestions to object of study, research methods, research variables, and research instruments respectively, as some people of interest might pursue the topic of this study further.