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Work-Value Systems of White-Collar Workers
J. M. Pennings
Administrative Science Quarterly
Vol. 15, No. 4 (Dec., 1970), pp. 397-405
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2391330
Page Count: 9
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It is suggested that variations in work-value systems can be explained in terms of reference-group behavior. Herzberg's dual-factor theory of job satisfaction is challenged by relating value systems of white-collar workers to the promotion rates of their organization. The findings indicate that the importance attributed to intrinsic work aspects varies with promotion rates.
Administrative Science Quarterly © 1970 Johnson Graduate School of Management, Cornell University