Turnover Intention (turnover + intention)

Distribution by Scientific Domains

Kinds of Turnover Intention

  • employee turnover intention


  • Selected Abstracts


    Exploring the Moderating Roles of Perceived Person,Job Fit and Person,Organisation Fit on the Relationship between Training Investment and Knowledge Workers' Turnover Intentions

    APPLIED PSYCHOLOGY, Issue 4 2010
    Huo-Tsan Chang
    Previous studies have documented inconsistent results in terms of the relationship between knowledge workers' perceived training investment and their turnover intentions. In order to clarify the inconsistencies, the present study extends previous research by exploring the moderating roles of perceived demand,ability (D,A) job fit and person,organisation (P,O) fit. Data were collected from 303 research and development (R&D) engineers from 30 high-technology firms in Taiwan. Hierarchical regression analyses were conducted to test the hypotheses. The results show that perceived D,A fit, P,O fit, and perceived training investment interact jointly to predict knowledge workers' turnover intentions. Specifically, while the main effect of perceived training investment on turnover intentions was negative, under situations of extremely high perceived D,A fit and extremely low P,O fit, the relationship between knowledge workers' perceived training investment and their turnover intentions became positive, and under situations of low perceived D,A fit and high P,O fit, the relationship between knowledge workers' perceived training investment and their turnover intentions remained negative. Theoretical and practical implications are also discussed. Les études antérieures ont donné des résultats contradictoires quant aux relations entre la connaissance que les salariés perçoivent de l'investissement dans la formation et leurs intentions de changer. Dans le but de clarifier ces incohérences, la présente étude prend la suite de recherches antérieures en explorant les rôles modérateurs de la compatibilité perçue entre la compétence et les nécessités au travail (DA) et de la compatibilité entre la personne prise dans sa globalité et les caractéristiques de l'organisation qui l'emploie (PO). Les données ont été collectées auprès de 303 ingénieurs en recherche et développement (R&D) de 30 entreprises de haute technologie à Taiwan. Des analyses de régression hiérarchique ont conduit à tester les hypothèses. Les résultats montrent que la compatibilité D-A, la compatibilité P-O et l'investissement perçu dans la formation interagissent conjointement pour prédire les intentions de changement des employés. Plus spécifiquement, alors que le principal effet de l'investissement perçu dans la formation sur les intentions de changement est négatif, dans des conditions de compatibilité D-A perçue comme étant basse et de compatibilité P-O haute, la relation entre la connaissance que les salariés perçoivent de l'investissement dans la formation et leurs intentions de changement reste négative. Les implications théoriques et pratiques sont aussi discutées. [source]


    Structural Validity and Generalisability of a Referent Cognitions Model of Turnover Intentions

    APPLIED PSYCHOLOGY, Issue 4 2009
    David G. Allen
    A model proposed and empirically tested by Aquino, Griffeth, Allen, and Hom (1997) using employees of a hospital in the northeastern United States was replicated in samples of Korean factory workers from two divisions of a large organisation. Results in both samples suggested that the relationships among model variables and relationships with withdrawal cognitions replicated quite closely. Results also suggested that the way people are treated in an organisation by their supervisors exerts a powerful effect on their turnover-related responses. Most importantly, the results of this study in combination with the earlier results from Aquino et al. (1997) highlight the impact of employee expectations of future job advancement on turnover-related responses. Employees who perceive that their present situation will improve are more satisfied with their present outcomes and their supervisors. They are also less likely to consider quitting even when being unsatisfied with their present situation. Un modèle proposé et testé empiriquement par Aquino, Griffeth, Allen, and Hom (1997) sur des employés d'un hôpital du nord des Etats-Unis a été réutilisé auprès de plusieurs échantillons de travailleurs d'une usine coréenne appartenant à deux divisions d'une grande organisation. Les résultats sur les deux échantillons montrent que les relations entre les variables du modèle et les relations avec les cognitions défaillantes reproduisent de très près ceux du modèle original. Les résultats montrent aussi que la façon dont les salariés sont traités dans une organisation par leurs supérieurs a de fortes retombées sur leurs réponses concernant les démissions. Plus important encore, les résultats de cette étude en concordance avec ceux initiaux obtenus par Aquino et al. (1997), soulignent l'impact des attentes des employés à propos de leur avancement dans leur futur emploi sur leurs réponses concernant les démissions. Les employés qui perçoivent que leur situation présente va s'améliorer sont plus satisfaits de leur rémunération présente et de leurs supérieurs. Ils sont aussi moins enclins à envisager de démissionner même s'ils sont insatisfaits de leur situation présente. [source]


    The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention

    HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2004
    Toby Marshall Egan
    Although organizational learning theory and practice have been clarified by practitioners and scholars over the past several years, there is much to be explored regarding interactions between organizational learning culture and employee learning and performance outcomes. This study examined the relationship of organizational learning culture, job satisfaction, and organizational outcome variables with a sample of information technology (IT) employees in the United States. It found that learning organizational culture is associated with IT employee job satisfaction and motivation to transfer learning. Turnover intention was found to be negatively influenced by organizational learning culture and job satisfaction. Suggestions for future study of learning organizational culture in association with job satisfaction and performance-related outcomes are discussed. [source]


    Quality of working life and turnover intention in information technology work

    HUMAN FACTORS AND ERGONOMICS IN MANUFACTURING & SERVICE INDUSTRIES, Issue 4 2008
    Christian Korunka
    High turnover has been a major issue in information technology (IT) organizations. A conceptual model to explain turnover was developed and tested in two national samples of IT and IT manufacturing work. The model postulates that quality of working life mediates the relations between job/organizational characteristics and turnover intention. The American sample consisted of 624 IT employees of five IT organizations. The Austrian sample consisted of 677 employees from an international IT production company (IT manufacturing work). A similar questionnaire was used in both studies. The model was tested with path analysis. A core model with main pathways between job demands and supervisory support to emotional exhaustion, and between emotional exhaustion and job satisfaction to turnover intention was confirmed in the national samples and in subsamples of demographics and job types. © 2008 Wiley Periodicals, Inc. [source]


    Organizational commitment for knowledge workers: The roles of perceived organizational learning culture, leader,member exchange quality, and turnover intention ,

    HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 1 2010
    Baek-Kyoo (Brian) Joo
    This article investigates the impact of perceived organizational learning culture and leader,member exchange (LMX) quality on organizational commitment and eventually on employee turnover intention. Employees exhibited the highest organizational commitment when they perceived a higher learning culture and when they were supervised in a supportive fashion. Employee turnover intention was fully mediated by organizational commitment. Overall, 43% of the variance in organizational commitment was explained by organizational learning culture and LMX quality. About 40% of the variance in turnover intention was explained by organizational commitment. Thus, perceived organizational learning culture and LMX quality (antecedents) impacted on organizational commitment, which in turn contributed negatively to employee turnover intention (consequence). [source]


    Tuition reimbursement, perceived organizational support, and turnover intention among graduate business school students

    HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2006
    Marshall Pattie
    Recent research has shown that while tuition reimbursement is generally associated with employee retention, employees may be more inclined to switch jobs when they earn graduate degrees. This article investigates the relationship between employees currently receiving tuition reimbursement and intention to leave the organization. Analysis of survey data from 322 employed graduate students shows that receiving tuition reimbursement is positively related to perceived organizational support, which reduces turnover intention. However, employees working toward degrees unrelated to their current jobs express greater intention to leave the organization, which increases as they near graduation. [source]


    The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention

    HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2004
    Toby Marshall Egan
    Although organizational learning theory and practice have been clarified by practitioners and scholars over the past several years, there is much to be explored regarding interactions between organizational learning culture and employee learning and performance outcomes. This study examined the relationship of organizational learning culture, job satisfaction, and organizational outcome variables with a sample of information technology (IT) employees in the United States. It found that learning organizational culture is associated with IT employee job satisfaction and motivation to transfer learning. Turnover intention was found to be negatively influenced by organizational learning culture and job satisfaction. Suggestions for future study of learning organizational culture in association with job satisfaction and performance-related outcomes are discussed. [source]


    Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes

    HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2010
    Bård Kuvaas
    The purpose of this study was to explore alternative relationships between perceived investment in employee development (PIED), perceived supervisor support (PSS), and employee outcomes in the form of attitudes (affective commitment and turnover intention) and work performance (work effort, work quality and organisational citizenship behaviour). A cross-sectional survey among 331 employees from a Norwegian telecommunications organisation showed that the relationship between PSS and employee attitudes was partially mediated by PIED. In addition, PSS was found to moderate the relationship between PIED and three self-report measures of work performance. The form of the moderation revealed a positive relationship only for high levels of PSS. These findings suggest that line managers are of vital importance in implementing developmental HR practices, either because they influence how such practices are perceived by employees, which, in turn, affects employee attitudes, or because positive experiences with both line managers and HR practices seem to be needed in order for developmental HR practices to positively influence employee performance. [source]


    Explaining employee turnover in an Asian context

    HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2001
    Naresh Khatri
    Employee turnover is giving sleepless nights to HR managers in many countries in Asia. A widely-held belief in these countries is that employees have developed ,bad' attitudes due to the labour shortage. Employees are believed to job-hop for no reason, or even for fun. Unfortunately, despite employee turnover being such a serious problem in Asia, there is a dearth of studies investigating it; in particular studies using a comprehensive set of variables are rare. This study examines three sets of antecedents of turnover intention in companies in Singapore: demographic, controllable and uncontrollable. Singapore companies provide an appropriate setting as their turnover rates are among the highest in Asia. Findings of the study suggest that organisational commitment, procedural justice and a job-hopping attitude were three main factors associated with turnover intention in Singapore companies. [source]


    The Moderating Role of Social Support Between Role Stressors and Job Attitudes Among Roman Catholic Priests,

    JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 12 2008
    Michael J. Zickar
    This study examined the relations role stressors and job attitudinal variables, as well as the potential moderating effects of social support in a sample of 190 Roman Catholic priests. The priesthood is an important occupation to study because the work priests do can be considered a vocation instead of a job. Role stressors were negatively correlated with job attitudes (e.g., job satisfaction, turnover intention). Consistent with a buffering hypothesis, several sources of social support (parishioners, staff, fellow priests) consistently moderated this relationship, in that the relationship attenuated as social support increased. The implications of these results are discussed with respect to the role of the priest, as well as with other types of work-based vocations. [source]


    Effects of Internal and External Pay Comparisons on Work Attitudes,

    JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 10 2006
    Ted H. Shore
    The effects of internal and external pay comparisons on several work attitudes were assessed within an experimental design. Participants responded to hypothetical scenarios in which their pay was greater, less, or equal to an internal and external individual or group referent. As predicted, internal and external pay comparisons predicted pay satisfaction and perceived pay fairness. Also as expected, internal equity was the stronger predictor of work motivation and perceived organizational support, and external equity predicted turnover intention more strongly. Partial support was found for the hypothesis that work attitudes would be impacted more strongly when individuals made pay comparisons with a group referent than with an individual referent other. Implications for the design of compensation systems are discussed. [source]


    The impact of role discrepancy on nurses' intention to quit their jobs

    JOURNAL OF CLINICAL NURSING, Issue 9 2006
    BNurs, DipNurs, MNurs, Miyuki Takase RN
    Aims and objective., The purpose of this study was to investigate the impact of role discrepancy on nurses' intention to quit their jobs. Background., Nurses experience role discrepancy, which refers to incompatibility between the roles nurses desire and expect to take, and the roles they actually engage in at work. However, there is a paucity of information as to how this role discrepancy affects nurses' intention to quit their jobs. Design., A correlational design was used to investigate the impact of role discrepancy on nurses' intention to quit their jobs. Methods., A total of 346 Australian nurses participated in this study by completing questionnaires. The results were analysed by t -test, polynomial regression and response surface analysis. Results., Nurses tended to experience role discrepancy, in particular, in decision making with hospital policies and provision of patient education. The overall results show that this role discrepancy contributes to nurses' intention to quit their jobs. Nurses' intention to quit their jobs also increased when they had a low desire to engage in nursing roles and when they only performed a few roles. When specific dimensions of nursing roles were examined, a role discrepancy in the use of nursing skills, such as participation in decision making and providing patient education and emotional support, had little impact on their turnover intention. On the contrary, a role discrepancy in task delegation practice showed a significant association with nurses' intention to leave their jobs. Conclusions., Role discrepancy has been experienced by many nurses, and this discrepancy partially contributes to nurses' intention to quit their jobs. Relevance to clinical practice., To reduce nursing turnover, it is important to create a work environment where nurses are inspired to engage in various nursing roles and their work desires are reinforced by existing work opportunities. [source]


    An Exploration of How the Employee,Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes*

    JOURNAL OF MANAGEMENT STUDIES, Issue 1 2008
    Bård Kuvaas
    abstract The purpose of the present study was to examine whether and how the quality of the employee,organization relationship (EOR) influences the relationship between employee perception of developmental human resource (HR) practices and employee outcomes. Analyses of 593 employees representing 64 local savings banks in Norway showed that four indicators of the EOR (perceived organizational support, affective organizational commitment, and procedural and interactional justice) moderated the relationship between perception of developmental HR practices and individual work performance. A strong and direct negative relationship was found between perception of developmental HR practices and turnover intention, but perceived procedural and interactional justice moderated this linkage. No support was found for a mediating role of the EOR indicators in the relationship between perception of developmental HR practices and employee outcomes. Implications and directions for future research are discussed. [source]


    Contrasting burnout, turnover intention, control, value congruence and knowledge sharing between Baby Boomers and Generation X

    JOURNAL OF NURSING MANAGEMENT, Issue 1 2009
    MICHAEL P. LEITER PhD
    Aim(s), This paper examines the contrasting role of work values for nurses from two generations: Baby Boomers and Generation X. Background, Differences among nurses regarding core values pertaining to their work has a potential to influence the quality of their work life. These differences may have implications for their vulnerability to job burnout. Evaluation, The analysis is based upon questionnaire surveys of nurses representing Generation X (n = 255) and Baby Boomers (n = 193) that contrasted their responses on job burnout, areas of work life, knowledge transfer and intention to quit. Key issue(s), The analysis identified a greater person/organization value mismatch for Generation X nurses than for Baby Boomer nurses. Their greater value mismatch was associated with a greater susceptibility to burnout and a stronger intention to quit for Generation X nurses. Conclusion(s), The article notes the influence of Baby Boomer nurses in the structure of work and the application of new knowledge in health care work settings. Implications for recruitment and retention are discussed with a focus on knowledge transfer activities associated with distinct learning styles. Implications for nursing management, Understanding value differences between generations will help nursing managers to develop more responsive work settings for nurses of all ages. [source]


    Organizational identity strength, identification, and commitment and their relationships to turnover intention: does organizational hierarchy matter?

    JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2006
    Michael S. Cole
    In the present study we sought to clarify the functional distinctions between organization identity strength, organizational identification, and organizational commitment. Data were obtained from 10,948 employees of a large steel manufacturer. First, confirmatory factor analysis was used to test the discriminant validity of the three focal constructs. Next, drawing on research that suggests hierarchical differentiation may influence individuals' conceptual frame of reference, we examined each focal construct's measurement equivalence across three hierarchical levels (officers, n,=,1,056, middle-management, n,=,1049, workers, n,=,1050). Finally, multigroup structural equation modeling was used to simultaneously estimate the between-group correlations between turnover intention and organization identity strength, organizational identification, and organizational commitment. Results indicated that (a) the measures used to reflect the three focal constructs were empirically distinct, (b) the focal constructs were conceptually equivalent across hierarchical levels, and (c) the pattern of correlations with turnover intention was different for employees with management responsibilities versus workers with no management responsibility. The present findings suggest perceptions of a strong organizational identity, organizational identification, and organizational commitment may influence employees' turnover intention in unique ways, depending on their hierarchical level within the organization. Copyright © 2006 John Wiley & Sons, Ltd. [source]


    Is it pay levels or pay raises that matter to fairness and turnover?

    JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2005
    Amanuel G. Tekleab
    Two studies examined the relationship between actual pay and distributive and procedural justice, and the extent to which these perceptions were related to two important pay satisfaction dimensions, pay level and pay raise, and ultimately, impacted turnover. For each study the measures of pay and justice variables were obtained on a cross-sectional basis, while the measure of turnover was necessarily lagged. Results showed that distributive justice mediated the relationship between pay and both pay level satisfaction and pay raise satisfaction. Furthermore, distributive justice was a stronger predictor of pay level satisfaction; whereas procedural justice was a stronger predictor of pay raise satisfaction. Procedural justice also played a moderating role in Study 2. The study also showed that only pay raise satisfaction was significantly and negatively related to turnover in Study 1, and to turnover via turnover intention in Study 2. Results support the value of considering pay satisfaction as multidimensional when evaluating justice issues in a compensation context. Copyright © 2005 John Wiley & Sons, Ltd. [source]


    Job satisfaction of Japanese career women and its influence on turnover intention

    ASIAN JOURNAL OF SOCIAL PSYCHOLOGY, Issue 1 2001
    Motoko Honda-Howard
    To understand the relationship between current Japanese career women's job satisfaction and turnover, we analyzed 177 currently full-time employed individuals from our survey data. Participants ranged in age from 23 to 60, and were graduates of two four-year women's universities. We divided the participants into two groups based on whether or not they had changed jobs. As a result of factor analysis, we summarized job satisfaction into five factors: job interest, expectations of women, volume of work, health and welfare benefits, and career development. The scores of the ,health and welfare benefits' factor differed significantly between the two groups. A hierarchical logistic regression analysis found that low satisfaction with ,health and welfare benefits' tended to affect turnover intention. In addition, satisfaction with ,job interest' and ,volume of the job' tended to influence turnover intention, and at the same time these effects depended on the past turnover experience. From these study results, we suggest that current Japanese career women's turnover is mainly affected by the responsibilities of women in the face of the work,family conflict. [source]


    Comparing the effects of determinants of turnover intentions between Taiwanese and U.S. hospital employees

    HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2006
    Cherng G. Ding
    This research assesses how the direct effects of career satisfaction and job satisfaction on turnover intentions and the indirect effects through organizational commitment differ between Taiwanese and U.S. hospital employees. Using data collected from 179 Taiwanese and 144 U.S. hospital employees, the test results find the following differences: the direct effect of job satisfaction on turnover intentions is negative and significant for Taiwanese hospital employees but not for U.S. hospital employees; the indirect effect of job satisfaction on turnover intentions through organizational commitment is stronger for Taiwanese hospital employees than for U.S. hospital employees; and the negative direct effect of career satisfaction on turnover intentions and the indirect effect through organizational commitment are stronger for U.S. hospital employees than for Taiwanese hospital employees. Finally, the managerial implications for human resource development are discussed. [source]


    The influence of expatriate and repatriate experiences on career advancement and repatriate retention

    HUMAN RESOURCE MANAGEMENT, Issue 1 2009
    Maria L. Kraimer
    Abstract We address repatriate retention from a career advancement perspective by developing a model that analyzes the effect of expatriate experiences and organizational career support on repatriates' career advancement upon return to the home country. Career advancement, in turn, is expected to affect the repatriate's perceived underemployment and turnover intentions. We collected data from a sample of 84 recently repatriated employees. Results revealed a curvilinear relationship between the number of international assignments and career advancement upon repatriation. Results also showed that developmental expatriate assignments were positively related to career advancement while the acquisition of managerial skills was negatively related to career advancement. Acquiring cultural skills, completing assignment objectives, and organizational career support did not relate to career advancement. In terms of outcomes, we found that perceived underemployment mediated the relationship between career advancement and turnover intentions. A lower level of organizational career support also resulted in greater turnover intentions. © 2009 Wiley Periodicals, Inc. [source]


    Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion

    JOURNAL OF MANAGEMENT STUDIES, Issue 3 2010
    Michael S. Cole
    abstract This study examined the relationships between organizational justice and withdrawal outcomes and whether emotional exhaustion was a mediator of these linkages. Data were obtained from 869 military personnel and civil servants; using structural equation modelling techniques, we examined an integrative model that combines justice and stress research. Our findings suggest that individuals' justice perceptions are related to their psychological health. As predicted, emotional exhaustion mediated the linkages between distributive and interpersonal (but not procedural and informational) justice and individuals' withdrawal reactions. Results showed that distributive and interpersonal justice negatively related to emotional exhaustion and emotional exhaustion negatively related to organizational commitment which, in turn, negatively influenced turnover intentions. These findings were observed even when controlling for the presence of contingent-reward behaviours provided by supervisors and individuals' psychological empowerment. [source]


    Do East Asians Respond More/Less Strongly to Organizational Justice Than North Americans?

    JOURNAL OF MANAGEMENT STUDIES, Issue 5 2009
    A Meta-Analysis
    abstract The present study reported a meta-analysis of the relationship between justice perceptions and affective organizational commitment, job satisfaction, turnover intentions, and trust in East Asia. Based on the tripartite model of self concept, we argued that the relationship between justice perceptions and outcome variables may be influenced by the salience of the personal versus relational/collective dimensions of self concept. Specifically, we argued that the salience of the personal self concept may lead to larger effect sizes in North America. While we also argued that the salience of the relational/collective self concept may increase the effect of justice perceptions in East Asia, these effects may be potentially eclipsed by the concerns for social harmony in this region. Results of our study suggest that in general, the effects of justice on outcome variables tend to be greater in North America than in East Asia. [source]


    The mediating effect of burnout on the relationship between structural empowerment and organizational citizenship behaviours

    JOURNAL OF NURSING MANAGEMENT, Issue 3 2010
    STEPHANIE GILBERT MSc
    gilbert s., laschinger h.k.s. &leiter m (2010) Journal of Nursing Management18, 339,348 The mediating effect of burnout on the relationship between structural empowerment and organizational citizenship behaviours Aim, We used Kanter's (1977) structural empowerment theory to examine the influence of structural empowerment and emotional exhaustion on healthcare professionals' use of organizational citizenship behaviours directed at the organization (OCBO) and peers (OCBI). Background, Organizational citizenship behaviours (OCB) are discretionary behaviours that are not rewarded directly by the organization but have been linked to positive outcomes, such as increased job satisfaction and lower turnover intentions. Promoting OCB can help employees and organizations flourish despite current challenges in the healthcare system. Structural empowerment may influence the frequency and type of OCB by reducing burnout. Method, We conducted multiple mediated regression analyses to test two hypothesized models about relationships between empowerment, emotional exhaustion and two types of OCB (OCBI and OCBO) in a sample of 897 healthcare professionals in five Canadian hospitals. Results, Emotional exhaustion was found to be a significant mediator of the relationship between empowerment and OCBO. The predicted mediation of the empowerment/OCBI relationship by emotional exhaustion was not supported. Conclusions, Exhaustion was an important mediator of empowering working conditions and OCBO, but was not significantly related to OCBI. Empowerment was significantly related to both OCBO and OCBI. Implications for nursing management, Promoting empowerment among healthcare workers may decrease burnout and promote OCB. Specific managerial strategies are discussed in the present study. [source]


    Organizational identification versus organizational commitment: self-definition, social exchange, and job attitudes

    JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2006
    Daan van Knippenberg
    The psychological relationship between individual and organization has been conceptualized both in terms of identification and in terms of (affective) commitment. In the present study, we explore the differences between these two conceptualizations. Building on the proposition that identification is different from commitment in that identification reflects the self-definitional aspect of organizational membership whereas commitment does not, we propose that commitment is more contingent on social exchange processes that presume that individual and organization are separate entities psychologically, and more closely aligned with (other) job attitudes. In support of these propositions, results of a cross-sectional survey of university faculty (n=133) showed that identification is uniquely aligned (i.e., controlling for affective commitment) with the self-referential aspect of organizational membership, whereas commitment is uniquely related (i.e., controlling for identification) to perceived organizational support, job satisfaction, and turnover intentions. We conclude that the core difference between identification and commitment lies in the implied relationship between individual and organization: Identification reflects psychological oneness, commitment reflects a relationship between separate psychological entities. Copyright © 2006 John Wiley & Sons, Ltd. [source]


    An examination of the curvilinear relationship between leader,member exchange and intent to turnover

    JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2005
    Kenneth J. Harris
    Based on the theoretical identification of three different motivational forces for voluntary turnover,affective, calculative, and alternative,we hypothesize that the relationship between supervisor,subordinate relationship quality (i.e., leader,member exchange) and turnover intentions is best represented as curvilinear as opposed to linear. We test this hypothesis in two organizational samples consisting of 402 employees from a water management district and 183 employees from a distribution services organization. We found support for the hypothesis in both samples. We offer directions for future research. Copyright © 2005 John Wiley & Sons, Ltd. [source]


    Formal mentoring versus supervisor and coworker relationships: differences in perceptions and impact

    JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2003
    Babette Raabe
    Formal mentoring programs in two companies were examined regarding (1) the extent to which mentees and mentors agreed on the nature of the mentoring relationships and (2) the extent to which dimensions of mentoring relationships were related to outcomes for the mentees, compared with the extent to which dimensions of supervisory and coworker relationships were related to the same outcomes: job satisfaction, organizational commitment, and turnover intentions. Mentors were at least two hierarchical levels above the mentee, and both were part of the companyies' formal mentoring program. Sixty-one pairs of mentors and mentees participated. Overall, there was little agreement between mentees and mentors regarding the nature of the mentoring relationship. Furthermore, the mentoring relationship was not related to mentee outcomes, while supervisory and coworker relationships were. It is suggested that, if one desires to affect job satisfaction, turnover intentions, and organizational commitment, mentoring functions may be best performed by supervisors and coworkers rather than assigned formal mentors from higher up in the organizational hierarchy. Copyright © 2003 John Wiley & Sons, Ltd. [source]


    Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model

    JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2002
    Samuel Aryee
    Data obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually- and organizationally-oriented dimensions of citizenship behavior. Copyright © 2002 John Wiley & Sons, Ltd. [source]


    The Lingering Effects of the Recruitment Experience on the Long-Term Employment Relationship

    NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 3 2008
    Merideth Ferguson
    Abstract Two studies (one cross-sectional and one longitudinal) examine the effects that job negotiation interactional justice perceptions created in the recruitment process have on an employee's turnover intentions. The findings indicate a long-term impact of the interactional justice perceptions experienced in the recruitment negotiation on employees' intent to leave their organization. Specifically, job negotiation interactional justice perceptions have a lingering effect on an individual's turnover intentions beyond the effects of distributive justice and supportive human resource practices. [source]


    An Examination of the Role of HRD in Voluntary Turnover in Public Service Organizations

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2002
    Kenneth R. Bartlett
    ABSTRACT In this study I examine the role of HRD, job satisfaction, and organizational commitment in voluntary turnover decisions. A sample of managers from public service agencies who voluntarily left their job in the previous year is compared to a sample of currently employed managers in the same or equivalent position. Both quantitative and qualitative methods are used to determine if attitudes towards HRD were a factor in the turnover decision for those who voluntarily left and if it would be a factor in influencing turnover intentions in those currently employed in comparable positions. The level of job satisfaction and organizational commitment are also compared between the two groups of respondents. The implications of attitudes towards HRD and levels of job satisfaction and organizational commitment in the decision to turnover among public service managers are examined along with recommendations for further research on the role of HRD in turnover decisions. [source]


    UNDERSTANDING THE IMPACT OF PERSONALITY TRAITS ON INDIVIDUALS' TURNOVER DECISIONS: A META-ANALYTIC PATH MODEL

    PERSONNEL PSYCHOLOGY, Issue 2 2008
    RYAN D. ZIMMERMAN
    Historically, researchers have sought to identify environmental causes of employee turnover. This paradigm has led to the underemphasis of individual differences as being an important cause of individuals' turnover decisions. The results of the meta-analysis show that personality traits do have an impact on individuals' turnover intentions and behaviors. The trait of Emotional Stability best predicted (negatively) employees' intentions to quit, whereas the traits of Conscientiousness and Agreeableness best predicted (negatively) actual turnover decisions. A theoretically developed path model showed important direct effects from personality to intentions to quit and turnover behaviors that were not captured through job satisfaction or job performance. These direct effects indicate that employees who are low on Emotional Stability may intend to quit for reasons other than dissatisfaction with their jobs or not being able to perform their jobs well. The direct effects on turnover suggest that individuals who are low on Agreeableness or high on Openness may engage in unplanned quitting. Personality traits had stronger relationships with outcomes than did non-self-report measures of job complexity/job characteristics. [source]


    RACIAL DIFFERENCES IN EMPLOYEE RETENTION: ARE DIVERSITY CLIMATE PERCEPTIONS THE KEY?

    PERSONNEL PSYCHOLOGY, Issue 1 2007
    PATRICK F. McKAY
    Given considerable racial differences in voluntary turnover (Bureau of Labor Statistics, 2006, Table 28), the present study examined the influence of diversity climate perceptions on turnover intentions among managerial employees in a national retail organization. The authors hypothesized that pro-diversity work climate perceptions would correlate most negatively with turnover intentions among Blacks, followed in order of strength by Hispanics and Whites (Hypothesis 1), and that organizational commitment would mediate these interactive effects of race and diversity climate perceptions on turnover intentions (Hypothesis 2). Results from a sample of 5,370 managers partially supported both hypotheses, as findings were strongest among Blacks. Contrary to the hypotheses, however, White men and women exhibited slightly stronger effects than Hispanic personnel. [source]