Worker Motivations, Job Satisfaction, and Loyalty in Public and Nonprofit Social Services

By C. Borzaga, Ermanno C. Tortia. 2006

447 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3fd3aff2b5b79bbdc7fd998c2d6f3af690e529c3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Min Zou
2. Fabian Jintae Froese
3. Shufeng Xiao
4. Leonard Bright
5. W. Vandenabeele
6. Bangcheng Liu
7. J. Caillier
8. Fabian Homberg

In Safety Research

1. Min Zou
2. Micheal L. Shier
3. Leonard Bright

In Sociology and Political Science

1. Min Zou
2. Fabian Jintae Froese
3. Micheal L. Shier
4. Shufeng Xiao
5. Leonard Bright
6. Fabian Homberg
7. A. Kjeldsen
8. Bangcheng Liu

Citations in the corpus

• Work-related factors that impact social work practitioners’ subjective well-being: Well-being in the workplace (2011, background): “The perception of how people fit into their job as well as the meaning they find in what they do influences both job and life satisfaction (Borzaga & Tortia, 2006; Judge & Watanabe, 1993).”
• Does Public Service Motivation Really Make a Difference on the Job Satisfaction and Turnover Intentions of Public Employees? (2008, background): “…employees is mainly influenced by the intrinsic nonmonetary characteristics of their work, such as advancement opportunities, professional development, and meaningful work (Borzaga & Tortia, 2006; Deleon & Taher, 1996; Ellickson, 2002; Emmert & Taher, 1992; Kim, 2002, 2004; Wright & Davis, 2003).”
• Work values, job satisfaction and organizational commitment in China (2012, background): “While Hertzberg et al. (1959) emphasized that for manages, the approach of only using material incentives to motivate staff is unwise, other research (e.g. Borzaga & Tortia, 2006) has shown that material and monetary incentives are very crucial in influencing loyalty.”
• Do cooperative enterprises create social trust? (2012, unknown): “Workers characterized by different attitudes, propensities and preferences are likely to choose different organizational forms in a way that better matches their personal characteristics (Borzaga and Tortia 2006).”
• Gender, work orientations and job satisfaction (2015, result): “…orientation is the most powerful predictor of overall job satisfaction among the five orientations variables, which is consistent with the vast body of empirical evidence that job satisfaction is mainly driven by intrinsic job components (Borzaga and Tortia, 2006; Huang and Van de Vliert, 2003).”