000			01655nam a2200169 4500
999			_c511759 _d511759
008			191009b ||||| |||| 00| 0 eng d
100			_aStater, Keely Jones _912036
245			_aIs it "just work"?: The impact of work rewards on job satisfaction and turnover intent in the nonprofit, for-profit, and public sectors
260			_bAmerican Review of Public Administration
300			_a49(4), May, 2019: p.495-511.
520			_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.
650			_aNon profit organization _912037
700			_aStater, Mark _912038
773			_aAmerican Review of Public Administration
906			_aJob satisfaction
942			_2ddc _cAR