Marshall University Marshall Digital Scholar Sociology and Anthropology Faculty Research Sociology and Anthropology 2005 Consent, Informal Organization, and Job Rewards: A Mixed Methods Analysis Marty Laubach Marshall University,
[email protected] Follow this and additional works at: http://mds.marshall.edu/socanthro_faculty Part of the Work, Economy and Organizations Commons Recommended Citation Laubach, Marty. 2005. “Consent, Informal Organization, and Job Rewards: A Mixed Methods Analysis.” Social Forces; 83(4):1535-1565. This Article is brought to you for free and open access by the Sociology and Anthropology at Marshall Digital Scholar. It has been accepted for inclusion in Sociology and Anthropology Faculty Research by an authorized administrator of Marshall Digital Scholar. For more information, please contact
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[email protected]. Consent, Informal Organization, and Job Rewards: a Mixed Methods Analysis* MARTY LAUBACH, Marshall University Abstract This study uses a mixed methods approach to workplace dynamics. Ethnographic observations show that the consent deal underlies an informal stratification that divides the workplace into an “informal periphery,” a “conventional core,” and an “administrative clan.” The “consent deal” is defined as an exchange of autonomy, voice, and schedule flexibility for intensified commitment, and is modeled as a single factor underlying these elements. When constructed as an additive scale, consent allows informal organization to be included in workplace models. Despite its derivation from subjective and informal processes, informal structure exerts an independent effect on objective job rewards such as wages. * Thanks to Michael Wallace, Robert Althauser, David R. Heise, P. Christopher Earley, and J. Scott Long. Appreciation is also extended to the Indiana University 1996 Social Research Practicum team who conducted the Indiana Quality of Employment Survey, and to the many people still willing to respond to surveys.