Rewards and sacrifices in élite and non‐élite organizations: Participation in valued activities and job satisfaction in two symphony orchestras

Abstract

Purpose

The original purpose of this study was not to focus on job satisfaction, but rather to conduct an exploratory investigation of how symphony orchestra players cope with the frustrations and disappointments of orchestra life. Symphony orchestra players report surprisingly low levels of job satisfaction given the perception held by many that life and work in symphony orchestras is glamorous and rewarding.

Design/methodology/approach

Job satisfaction data were collected in the form of interviews and surveys from 66 musicians in an élite, major orchestra and a non‐élite, regional orchestra.

Findings

Players in both orchestras were similarly satisfied with co‐worker relationships and experienced similar levels of intrinsic work motivation and job involvement. Despite better financial resources in the major orchestra, satisfaction with opportunities for growth and opportunities to exert influence increased with tenure in the regional orchestra, whereas the opposite was true for major players.

Originality/value

The article discusses context‐driven job satisfaction tradeoffs associated with careers in élite versus non‐élite organizations and the role organizations may play in facilitating or impeding workers’ participation in valued activities. It emphasizes the importance of participation in valued activities as a key driver of job satisfaction.

Citation

Pichanick Mogelof, J. and Haueisen Rohrer, L. (2005), "Rewards and sacrifices in élite and non‐élite organizations: Participation in valued activities and job satisfaction in two symphony orchestras", International Journal of Manpower, Vol. 26 No. 1, pp. 93-109. https://doi.org/10.1108/01437720510587307