%0 Journal Article
%T Is It ¡°Just Work¡±? The Impact of Work Rewards on Job Satisfaction and Turnover Intent in the Nonprofit, For
%A Keely Jones Stater
%A Mark Stater
%J The American Review of Public Administration
%@ 1552-3357
%D 2019
%R 10.1177/0275074018815261
%X 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
%K nonprofit organizations
%K public organizations
%K work rewards
%K job satisfaction
%K intent to look for a new job
%K binary dependent variable models
%U https://journals.sagepub.com/doi/full/10.1177/0275074018815261