01775nam a2200181   4500999001900000008004100019100003100060245014000091260004500231300003300276520103900309650003501348700002401383773004501407906002101452942001201473952010801485  c511759d511759191009b           ||||| |||| 00| 0 eng d  aStater, Keely Jones912036  aIs it "just work"?: The impact of work rewards on job satisfaction and turnover intent in the nonprofit, for-profit, and public sectors  bAmerican Review of Public Administration  a49(4), May, 2019: p.495-511.  a This article uses the General Social Survey (GSS) to compare the effects of “social” work rewards on job satisfaction and turnover intent for nonprofit, public, and for-profit workers. Drawing on properties of the nonprofit sector, we hypothesize that social rewards should be more prevalent in nonprofit workplaces and have a larger impact on job decisions for nonprofit than for government and for-profit workers. Consistent with this, we find that social rewards are perceived as more prevalent in nonprofit organizations. In addition, having helpful coworkers and having a supervisor who cares about one’s welfare have larger effects on job satisfaction for nonprofit workers than for workers in the other two sectors, and having a helpful supervisor discourages turnover intent to a larger extent in the nonprofit sector than in the for-profit and public sectors. Overall, however, we find that differences in the magnitude of impact of social rewards by sector are less pronounced than theory would suggest. - Reproduced.  aNon profit organization912037  aStater, Mark912038  aAmerican Review of Public Administration  aJob satisfaction  2ddccAR  00102ddc40709385834aIIPAbIIPAd2019-10-09h49(4), May, 2019: p.495-511.pAR121269r2019-10-09yAR