Organizational Size, Orientation to Work and Industrial Behaviour

Abstract

Evidence regarding the inverse relationship between organizational size and organizational attachment (measured by rates of absenteeism and labour turnover) is examined. Two intervening variables have been isolated by previous studies, namely: functional specialization and bureaucratization. The manner in which these concepts have been used is examined critically. It is concluded that functional specialization varies independently of size and should therefore be excluded from consideration in any attempt to provide an explanation of the `size effect'. On the other hand, it is argued that the level of bureaucratization is directly associated with size, and several consequences of a low level of bureaucratization for attachment in the small firm are specified. However, this approach to the problem, which concentrates solely on the socio-technical structure of the organization, neglects possible variations in workers' orientations to work. It is suggested that, basically, two different orientations can be distinguished. Such orientations are to be looked upon as important intervening variables; it is argued that a high level of organizational attachment is a result of congruence between orientation to work and organizational control structure. Finally methods of demonstrating the independence of orientations to work are considered.