中国背景下雇员主动离职模型的探索和验证研究

雇员主动离职研究持续多年,但是这些研究缺乏对过程变量的关注和整个离职模型的整合。本文在以往研究的基础上,针对以上不足,初步提出了中国背景下雇员主动离职模型,并通过实证研究对模型加以验证。模型为企业管理实践提供了一定的应用价值。     

The Psychology of Voluntary Employee Turnover

ABSTRACT— Most research on voluntary turnover has focused on dissatisfaction-induced and rational decisionmaking processes, with some attention paid to external market influences. This focus leaves unexplained a large portion of the variance in why people choose to quit a job. Recently, however, researchers are considering the alternative ways that the turnover process is enacted, as well as what businesses can do to prevent turnover.     

Mapping the Decision to Quit: A Refinement and Test of the Unfolding Model of Voluntary Turnover

We report a test of an influential theory of employee turnover: the unfolding model ( Lee & Mitchell, 1994 ; Lee, Mitchell, Holtom, McDaniel, & Hill, 1999 ). We describe and critique this classificatory model, and propose both theory‐based and empirical refinements. The two extant tests of the current version of the model have both been with accountants in the United States, so the generalisability of the model is as yet unproven. We present results of an attempt to classify 352 nurse leavers from the United Kingdom's National Health Service using the unfolding model. In contrast to the findings of Lee et al. (1999 ), the model failed to classify a substantial number of nurse leavers, and specific hypotheses derived from the model received only partial support. Classification failures were investigated using both quantitative and qualitative data. Leavers were more likely to be classified if they had no dependants and described their quit as avoidable. Although the unfolding model incorporates more kinds of turnover than traditional turnover models, such systematic classification failure casts doubt on claims that it offers a comprehensive account of turnover. We explain failures with reference to: (i) shortcomings in a key measure; (ii) the characteristics of the occupational group studied; and (iii) the extremely tight labor market for this group of leavers. Nous testons la théorie influente concernant le turnover des salariés: the unfolding model ( Lee & Mitchell, 1994 ; Lee, Mitchell, Holtom, McDaniel & Hill, 1999 ). Après avoir décrit et critiqué ce modèle de classification, nous proposons des améliorations tant au niveau théorique qu’empirique. La version actuelle du modèle a été testée à deux reprises auprès de comptables des Etats‐Unis, aussi ce modèle n’a pas pu être généralisé. Nous présentons les résultats obtenus en utilisant le “unfolding model” auprès de 352 infirmières du service de santé national du Royaume‐Uni qui sont sur le départ. Contrairement aux résultats obtenus par Lee et al. (1999 ), le modèle n’a pas permis de classer un nombre substantiel d’infirmières sur le départ et certaines hypothèses découlant de ce modèle ne reçoivent qu’une validation partielle. Ces échecs de classification ont été analysés tant quantitativement que qualitativement. Il ressort que les sujets étaient plus facilement classés si ils n’avaient aucune personne à charge et si ils décrivaient leur départ comme évitable. Bien que le “unfolding model” incorpore plus de formes de turnover que les modèles traditionnels, un échec de classification aussi systématique questionne quant à sa revendication à offrir une approche complète du turnover. Nous expliquons ces échecs par: (i) des imperfections dans la mesure principale (ii) les caractéristiques du groupe de salariés étudiés (iii) un marché du travail extrêmement difficile pour ce groupe de personnes sur le départ.     

Fairness Perceptions and Trust as Mediators on the Relationship Between Leadership Style,Unit Commitment,and Turnover Intentions of Canadian Forces Personnel

Whether fairness perceptions and leader trust mediate the relationship between leadership style and commitment and turnover was evaluated among Canadian Forces personnel (N = 1,443). Correlational analyses and structural equation modeling results provided support for the proposed meditational model. However, the influence of transactional leadership on commitment and turnover was due to its direct influence on fairness perceptions, whereas the influence of transformational leadership on these outcomes was based on its direct and indirect influence on both fairness perceptions and leader trust. It thus appears that both types of leadership style influence commitment and turnover, but the mechanism through which their effects occur may be distinct. The implications of these findings for theory, research, and practice are discussed.     

A Non-reductive Model of Component Forces and Resultant Force

While there are reasons to believe that both component forces and a resultant force operate on a body in combined circumstances, the threat of overdetermination largely prevents adoption of this view. Accordingly, a lively debate has arisen over which force actually exists and which force is eliminated in combined circumstances, the components or the resultant. In this article I present a non-reductive model of resultant force which ensures the existence of both the resultant force and the component forces without overdetermination. According to the non-reductive model, the resultant force is the summation of component forces, where summation is interpreted as meaning that the component forces, when temporally and spatially overlapping, form a superposed mixture which is the resultant force, but which is not identical to the conjunction of component forces taken with temporal and spatial independence.     

消防武警新兵适应不良影响因素的中介效应模型

采用军人适应不良量表、核心自我评价量表、自我韧性量表、亲子关系问卷和军营联结问卷对435名消防武警新兵进行调查,考察了消防武警新兵适应不良的影响因素及其内在机制。结果发现：1）核心自我评价、韧性、亲子关系和军营联结与适应不良均显著负相关。2）韧性在核心自我评价与适应不良关系间起着部分中介作用,军营联结在核心自我评价、亲子关系与适应不良关系间起着部分中介作用。     

Differential Effects of Task Performance,Organizational Citizenship Behavior,and Job Complexity on Voluntary Turnover

Purpose

The purpose of this study was to investigate the performance–turnover relationship by considering the effects of task performance and OCBs simultaneously while also examining the moderating effect job complexity has on the relationship between voluntary turnover and each type of performance.

Design/Methodology/Approach

Data were obtained as part of a larger study to validate an employment test, in which actual turnover data and supervisory ratings of job performance were collected for employees in two hospitals (n = 782).

Findings

Task performance exhibited a curvilinear relationship with turnover, while OCB exhibited a negative linear relationship with turnover. Job complexity moderated both of these relationships. For task performance, turnover in high-complexity jobs was greater for low performers but lower for high performers relative to that of employees in low-complexity jobs. For OCB, the negative relationship with turnover was more pronounced in high-complexity jobs.

Implications

Both low- and high-task performers are more likely to turnover, while employees exhibiting high OCBs are less likely to turnover. These results imply that retention strategies are critical for top performers, but especially in high-complexity jobs. Organizations may be able to discourage voluntary turnover by creating conditions that stimulate OCB, particularly in highly complex jobs.

Originality/Value

Most prior performance–turnover relationship research used unidimensional measures of performance, whereas this study included two dimensions of performance and examined this relationship while controlling for one-performance dimension when predicting the other. Furthermore, this study is one of the first studies to suggest that job complexity moderates the performance–turnover relationship.

     

A Defence of Voluntary Sterilisation

Res Publica - Many women identify sterilisation as their preferred form of contraception. However, their requests to be sterilised are frequently denied by doctors. Given a commitment to ensuring...     

Confirmatory Test of a Turnover Model Utilizing Multiple Data Sources

In recent years, there have been several confirmatory tests of turnover models, based almost exclusively on subject self-reports for all but the measurement of turnover itself. A test of a subset of the Mobley, Griffeth, Hand, and Meglino (1979) model was conducted using data from three sources. It was proposed that autonomy, workload, constraints, role ambiguity, and interper- sonal conflict (assessed by supervisor reports) would lead to job satisfaction (assessed by subject reports), which would lead to intention of quitting (as- sessed by subject reports), which would lead to turnover (from organization records). A trimmed version of the model (with role ambiguity and interper- sonal conflict deleted) yielded good overall fit, but job conditions accounted for a very small amount of job satisfaction variance, and workload related in a direction opposite to predictions.     

乡村教师付出–回报失衡对离职意向的影响:有调节的中介模型

为探讨乡村教师付出–回报失衡和职业幸福感对离职意向的影响,选取四川省乡村教师358名,用付出–回报失衡量表、职业幸福感量表和离职意向问卷进行调查。结果表明:(1)控制月收入、年龄和教龄影响后,乡村教师付出–回报比显著提升离职意向;(2)乡村教师职业幸福感在付出–回报比对离职意向的影响中起部分中介作用;(3)乡村教师过度投入调节付出–回报比对职业幸福感的影响。与低过度投入组相比,高过度投入组的付出–回报比对职业幸福感有更强的负向作用。研究结果揭示了乡村教师付出–回报失衡对离职意向影响及作用机制。     

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

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.     

Bending the Curve: A Community-Based Behavioral Parent Training Model to Address ADHD-Related Concerns in the Voluntary Sector in Denmark

Limited access to evidence-based behavioral parent training (BPT) for addressing attention deficit/hyperactivity disorder (ADHD) has been a growing concern internationally. Models to improve access to BPT are needed, particularly those that can be readily implemented in community settings and that leverage the potential workforce to increase capacity to deliver BPT. The purpose of this study was to evaluate a BPT model which included oft-used content, methods, processes of BPT (common-elements), non-professionally delivered (task-shifted/shared) BPT intervention, and an efficient ancillary support system (training, fidelity, and supervision methods) for families of youth with parental concerns about ADHD. In a randomized controlled trial of 161 families of children (79% male; mean age 7.04 [1.55]), the Caring in Chaos (CiC) BPT model, delivered by community volunteers across 12 community-based sites in Denmark, was compared to a wait-list control condition on key child and parent outcomes at immediate post-treatment and 4-month follow-up assessment points. Results suggested that the CiC model led to significantly greater improvement in parenting behavior, parenting sense of competence, child functional impairment, parental stress and parental depressive symptoms compared to the wait list condition at immediate post-treatment, with maintenance of gains in most of these areas at follow-up assessment. No effect of intervention was found on ADHD symptoms. The results of this study suggest that developing efficient BPT intervention models, such as the CiC model, can result in readily implemented interventions by a variety of individuals in community settings. Such models are necessary to bend the curve on addressing unmet needs of families of youth with concerns about ADHD.     

Testing the Validity of the Contingency Model for Female and Male Leaders

In a laboratory study of 72 four-person ad-hoc groups of West Point cadets, the evidential validity of Fiedler's contingency model was tested for female and male leaders. For leaders of both sexes, the relationships between leader LPC scores and objective measures of group task performance were statistically significant in several cases. Difficulties in interpreting the degree to which these results support predictions of the model suggested the need to develop direct measures of situational favorableness. Such a measurement system would allow researchers to avoid reliance on assumptions that cannot be subjected to empirical verification. Conclusions called for further development of the contingency model for both female and male leaders.     

An Assessment of Meyer and Allen's (1991) Three-Component Model of Organizational Commitment and Turnover Intentions

Propositions about the relationship between Meyer and Allen's (1991) model of organizational commitment and turnover intentions were tested via field research. Specifically, we assessed concurrent and longitudinal effects of affective, continuance, and normative commitment on turnover intentions. We tested main and interaction effects and also assessed the effects of two continuance commitment sub-dimensions—CC-hisac and CC-loalt—on turnover intentions. Two studies were conducted to test these relationships. Data were collected from a sample of engineering personnel working at an aerospace firm, and from university students employed full time in a variety of organizations. The results revealed that, (1) contrary to expectations, the three components of commitment differed in the significance of their effects on turnover intentions, and (2) the CC subdimensions differed in their effects on turnover intentions. The discussion of these results focuses on their implications for theoretical and practical issues in commitment research.     

Predictors of Participation in Performance Appraisal: A Voluntary System in a Blue-Collar Work Environment

Organisations have long acknowledged the value of performance appraisal in both administration decisions and in motivating employees. However, it would appear that most empirical research has focused on compulsory systems designed for use with executives and managers (Bannister and Balkin 1990; Ilgen, Fisher and Taylor 1979; Klein 1989). The reluctance to implement appraisal systems with lower level and base-grade employees may be due to several factors, including employee and union resistance to compulsory systems of appraisal (Nankervis 1990). Faced with this problem, appraisal can be viewed by appraisees and appraisers as an `innovation'. In a climate with growing emphasis on participative management styles, self-regulated or voluntary systems of performance appraisal may become increasingly prevalent and important. Thus, 476 base-grade (shop floor) employees of an Australian government business enterprise completed a survey regarding issues such as attitude to performance appraisal, source credibility, system satisfaction, anticipated feedback, perceived consequences of participation and intention to enter the system. Roger's (1983) innovation-decision model was utilised in the structure and analysis of the data and provided useful insights regarding the factors which are related to participation in a voluntary system of performance appraisal. Findings indicated that attitude towards, and support of, performance appraisal in general, perception of consequences of performance appraisal, satisfaction with the supervisor, anticipated feedback, and awareness and knowledge of the system in place in the organisation, were important in predicting the decision to adopt or reject the performance appraisal scheme.