Comportamiento Organizacional

^®Véase, por ejemplo, “When You W ant to C ontain C osts a n d Let Employees Pick Their Benefits: Cafeteria P lans“, INC:, diciembre de 1989, p. 142; “More Benefits Bend w ith W orkers’ N eeds“, The WaH Sireei Journal, 9 de enero de 1990, p. B l: y R. Thompson, “Sw itching to Flexible Benefits", Natton's B usiness, Julio de 1991, pp. 16-23. ®^E.E. Lawler III, "Reward Systems" en H ackman y Suttle (eds.), hnproi'lng Ufe a t Work, p. 182. ^®Thompson, “Sw itching to Flexible Benefits", p. 17. ^®"When You Want to Contain C osts an d Let Employees Pick Their Benefits". ^®H. B ernstein, "New Benefit Schem es C an Be Deceiving", LA Times, 14 de mayo de 1991, p. D3. ‘ ^D. Grider y M. Shu rd en , "The G athering Storm of C om parable Worth", B iisi/iess Horizons. Julio-agosto de 1987, pp. 81-86. ^^Citado en T. J. Patten, Fair Play, (San Francisco: Jossey-B ass, 1988), p. 31. ‘ ^Ibld., pp. 74-81. ^‘C itado en K. A. Kovach y P. E. Millspaugh. "Comparable Worth: C an ad a Legislates Pay Equity", A cadem y oJManagemerit Executive, mayo de 1990. p. 97. Solomon, "Pay Equity Gets a Tryout In C an ad a -And U.S. Firm s Are W atching Closely", The Wall Street Journal, 28 de diciembre de 1988, p. B l . ^®S. J. Sm ith, “The Growing Diversity of Work Schedules", Monthly Labor Review , noviembre de 1986, pp. 7-13. ‘ ^E. J . Calvaslna y W. R. Boxx, "Efficiency of Workers on the Four-Day Workweek", A cadem y o f Maivigement Journal, septiembre de 1975, pp. 604-10. ^®Véase, por ejemplo, J . W. Seybolt y J . W. W addoups, "The Impact of Alternative Work S chedules on Employee A ttitudes: A Field Experiment", ponencia p re se n ta d a en la Reunión de la W estern Academy of Management. Hollywood. CA, abril de 1987. C. Goodale y A. K. Aagaard, "Factors Rt'Iating to Varying Reactions to the 4- Work Week". Journal o j Applied Psychology, febrero de 1975, pp. 33-38. ®‘^ . F . G lueck, "Changing I lours of Work; A Review and Analysis of the Research", The Personnel Administrator, m arzo de 1979, pp. 44-47. ®*Véase, por ejemplo, D. A. Ralston y M. F. Flanagan, 'T h e Efi'ect of Flextime on Absenteeism a n d Turnover for Male and Female Employees", Journal o f Vocational Behavior, abril de 1985, pp. 206*17; D. A. Ralston, W. P. Anthony y D. J . G ustafson, "Employees May Love Flextime, b u t W hat Does It Do to th e O rganization's Productivity'?", Journal q f ApplU;d Psychology, mayo de 1985. pp. 272-79; J . B. McGuire y J . R. Liro, "Flexible Work S chedules, Work A ttitudes, a n d Perceptions of Productivity", Public Personnel Management, prim avera de 1986, p p .65-73; P. B ernstein, "The U ltimate in Flextime: From Sweden by Way of Volvo", Personnel, Junlo de 1988, pp. 70-74; y D. R. Dalton y D. J . Mesch, ‘T h e Impact of Flexible Scheduling on Employee A ttendance a n d Turnover". Adm inistrative Science Quarterly, Junlo de 1990, pp. 370-87. ®^Véase, por ejemplo, C. Ansberry, "When Employees Work at Home, M anagem ent Problem s Often Arise", The Wall Street Journal, abril 20. 1987, p. 25; K. C hristensen, “A Hard Day’s Work In the Electronic Cottage". Across the Board, abril 1987, pp. 17-22; C. A. Hamilton, “Telecommuting", P crsom ieiJouniai, abril 1987, pp. 91-101; D .C. Bacon, ”Ix)ok Who's Working a t Home“, N aiion’s B usiness, octubre de 1989, pp. 20-31; y T. II. WUlard, ‘Telecommuting; Some Myths and Hits", Los Angeles Times, 1 de abril de 1991, p.D3. ®^R. B. D unham . J. L. Pierce y M. B. C astañeda. "Alternative Work Schedules: Two Field Quasi-Experim ents", Pcrsonnef Psychology, verano de 1987, pp. 215-42. ®^A. D eutschm an, "Pioneers of the New Balance", Fortime, 20 de mayo de 1991, pp. 60-68; y C. Trost, "To Cut C osts an d Keep the Best People, More C oncerns Offer Flexible Work Plans", The Wall Sireef Journal. 18 de febrero de 1992. p.B 1. ®®E. G. Thomas. "Flextime Doubles In a Decade", M anagement World, abrll-m ayo de 1987, pp. 18-19; y "Flextime Pros and Cons", Boanr/rooni Reports, 1 de m arzo de 1989, p. 15. ®®Deutschman. "Pioneers of the New Balance", p. 60. Kapsteln, “Volvo's Radical New Plant: "The D eath of the Assembly Line?". Busine.ss Week. 28 de agosto de 1989, pp. 92-93. ®®B.G. Posner, “Role C hanges“, INC:, febrero de 1990, p p .95-98. ®®J.R. H ackman. "Work Design", en J . R. H ackm an y J. L. S u ttle (eds.), Improving Life a t Work. (S an ta Monica, CA: Goodyear, 1977), pp. 132-33. ®®R. W. W alters. "The C itibank Project: Improving Productivity T hrough Work Design", en D. L. K irkpatrick (ed.). How to Manage Change Effectively, (San Francisco: Jossey-B ass, 1985), p p .195-208. ®*Véase. por ejemplo. J . R. H ackman y G. R. O ldham , Work Redesign. (Reading, MA: Addlson-Wesley, 1980); J. B. Miner, T/u?ories o f Organizational Behaviour, (H indsale, IL: D ryden Press, 1980), p p .231-66; y R. W. Griffin, "Efl'ects of Work Redesign on Employee