Authentic leadership,psychological capital,job satisfaction and intention to leave in state-owned enterprises

This study investigated the relations among authentic leadership, psychological capital, job satisfaction and intention to leave within state-owned enterprises in Namibia. Participants were a convenience sample of 452 employees (females?=?49.6%, mean age?=?37.36, SD?=?8.57) state-owned enterprises in Namibia. They completed the Authentic Leadership Questionnaire, Psychological Capital Questionnaire, Job Satisfaction Questionnaire and Turnover Intention Scale. Structural equation modelling was utilised to investigate the relations among authentic leadership, psychological capital, job satisfaction and intention to leave. The findings indicated that authentic leadership was positively associated with psychological capital (i.e. experiences of hope, optimism, self-efficacy and resilience) and job satisfaction. Authentic leadership affected job satisfaction indirectly via psychological capital. Psychological capital had a medium to large indirect effect on employees' intentions to leave. The findings suggest that authentic leadership and psychological capital explain job satisfaction and retention of employees in state-owned enterprises.     

Workplace support, discrimination, and person-organization fit: tests of the theory of work adjustment with LGB individuals

The present study explored the links of 2 workplace contextual variables--perceptions of workplace heterosexist discrimination and lesbian, gay, and bisexual (LGB)-supportive climates--with job satisfaction and turnover intentions in a sample of LGB employees. An extension of the theory of work adjustment (TWA) was used as the conceptual framework for the study; as such, perceived person-organization (P-O) fit was tested as a mediator of the relations between the workplace contextual variables and job outcomes. Data were analyzed from 326 LGB employees. Zero-order correlations indicated that perceptions of workplace heterosexist discrimination and LGB-supportive climates were correlated in expected directions with P-O fit, job satisfaction, and turnover intentions. Structural equation modeling (SEM) was used to compare multiple alternative measurement models evaluating the discriminant validity of the 2 workplace contextual variables relative to one another, and the 3 TWA job variables relative to one another; SEM was also used to test the hypothesized mediation model. Comparisons of multiple alternative measurement models supported the construct distinctiveness of the variables of interest. The test of the hypothesized structural model revealed that only LGB-supportive climates (and not workplace heterosexist discrimination) had a unique direct positive link with P-O fit and, through the mediating role of P-O fit, had significant indirect positive and negative relations with job satisfaction and turnover intentions, respectively. Moreover, P-O fit had a significant indirect negative link with turnover intentions through job satisfaction.     

Intending to Leave But No Place to Go: An Examination of the Behaviors of Reluctant Stayers

We extend recent conceptual work on withdrawal states and develop a framework to examine behavioral tendencies of reluctant stayers (i.e., employees who desire to leave but cannot). Although principles of self-interest suggest that these employees ought to behave appropriately to maintain employment, reactance theory suggests that the combination of high turnover intentions and low job alternatives may result in lower performance and greater deviance. Contrary to conventional wisdom but consistent with reactance theory, low perceived job alternatives strengthened the positive relationship between turnover intentions and deviance, as well as the negative relation between intentions to quit and task performance. Moderated-mediation analyses revealed that the indirect effect of work frustration (via turnover intentions) was stronger on task performance and deviance when perceived job alternatives were low rather than high.     

Job attitudes of part‐time vs. full‐time workers: A meta‐analytic review

A meta‐analysis was conducted (k =38, N =51,231) to examine the size of the difference between full‐ and part‐time employees on job attitudes. Results indicated that there was little difference between full‐time (FT) and part‐time (PT) employees on job satisfaction, organizational commitment, intentions to leave and facets of job satisfaction. Full‐time employees were found to be more involved with their jobs than PT employees (d_c=0.39). Moderating variables were examined (type of job, sex of the sample and sampling strategy used), but these variables explained little of the variability in effect sizes across the studies. An additional analysis of voluntary vs. involuntary employment status was conducted on job satisfaction, but only small differences were found. The theoretical implications are discussed.     

个人与组织价值观匹配对员工工作投入、组织支持感的影响

采用问卷调查法,考察个人与组织价值观匹配和员工的工作满意度、工作投入、组织支持感以及离职意向之间的关系。对33家生产型企业798名员工进行了问卷调查,通过对数据的统计分析,结果表明：个人与组织价值观匹配对员工的工作满意度、工作投入和组织支持感具有显著的正向预测作用,对员工的离职意向具有显著的负向预测作用。     

Job crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes

ABSTRACT

Based on job crafting theory and workplace resources theories, the present study develops a model of both antecedents and consequences of job crafting. We hypothesized subordinates’ perceptions of empowering leadership and core self-evaluations influence employee job crafting behaviours, which subsequently influence four outcomes: improving three employee well-being outcomes, (a) work-family enrichment, (b) flourishing, and (c) life satisfaction; and simultaneously reducing the organizational outcome of (d) deviant behaviours. Three-waves of data over nine months were collected from U.S. full-time employees (n = 276). Results showed empowering leadership and core self-evaluations positively related to expansive/approach forms of job crafting behaviours, which in turn related to the three different well-being outcomes. However, job crafting did not affect employee deviant behaviour. Instead, empowering leadership and core self-evaluations directly predicted less deviant behaviour. With the imputed data, we also found job crafting had a significant but weak relationship with deviant behaviour. These findings provide an integrated understanding of how and why employees engage in job crafting, and the important influence that job crafting has on employees’ subjective well-being. The present study advances leadership and job crafting theories, providing practical recommendations for promoting employee well-being and decreasing undesirable behaviours in the form of workplace deviance.     

The event reconstruction method: An efficient measure of experience‐based job satisfaction

Job satisfaction is predominantly measured as global attitudinal judgment which requires employees to summarize their experiences across different job situations. In contrast, experience‐based measures assess momentary thoughts and feelings of the employees in specific job situations. This paper introduces the event reconstruction method (ERM) as an efficient measure of experience‐based job satisfaction that is less invasive and less time consuming compared with traditional experience sampling methods. An initial validation study is reported with N=193 employees from a German wholesale company. As expected, job satisfaction measured with the ERM was different from attitudinal job satisfaction. Also, consistent with expectations, experience‐based job satisfaction was a better predictor of self‐reported helping behaviour, whereas attitudinal job satisfaction was a better predictor of turnover intentions. Finally, comparing the ERM results with the results of a similar study using a traditional experience sampling method ( Fisher, 2002 ) revealed very similar patterns.     

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.

Practitioner points

• Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
• Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

     

Development of a Multidimensional Instrument of Person–Environment Fit: The Perceived Person–Environment Fit Scale (PPEFS)

This research identifies four challenges in the field of person–environment fit (PE fit): the multidimensionality of PE fit, the integration of fit theories, the simultaneous effects of the multiple dimensions, and the function of the dimensions. To address those challenges, we develop a theory‐driven and systematically validated multidimensional instrument, the Perceived Person–Environment Fit Scale (PPEFS), consisting of four measures: the Person–Job Fit Scale (PJFS), the Person–Organisation Fit Scale (POFS), the Person–Group Fit Scale (PGFS), and the Person–Supervisor Fit Scale (PSFS). Data are collected from 532 employees and 122 managers for two independent studies with multiple rater sources and multiple time points. A series of validation analyses and hypothesis tests reveals that the PPEFS measures have good psychometric properties (i.e. reliability, convergent validity, discriminant validity, and criterion‐related validity) and exhibit incremental validity above and beyond Cable and DeRue's (2002) fit measures. Furthermore, the measures are reflected by a superordinate (vs. aggregate) construct of PE fit. Overall, the four different types of fit significantly predict in‐role behavior, job satisfaction, intent to quit, and organisational citizenship behavior (OCB), each explaining the greatest amount of variance in different outcomes. The PPEFS should prove useful in future research regarding PE fit.     

Understanding the factors that promote employability orientation: The impact of employability culture,career satisfaction,and role breadth self‐efficacy

This study among 702 Dutch employees working in the health care and welfare sector examined individual and organizational factors that are related to workers' employability orientation and turnover intention. Additionally, push and pull motives were examined of employees who aimed to leave their job. Results indicated that a strong employability culture adds extra variance over and above individual factors such as career satisfaction and role breadth self‐efficacy in the explanation of employability orientation, turnover intention, and push motives of employees who aim to leave their job. That is, employability culture is positively related to employability orientation, but negatively related to turnover intention and to push motives of those who aim to leave. Pull motives of employees who want to leave are explained by individual factors only, such as career dissatisfaction and role breadth self‐efficacy, but not by employability culture. These findings suggest that organizations that need to adapt to changing environments should implement a strong employability culture, because such a culture stimulates employability orientations among their employees while simultaneously decreasing turnover intentions.     

Development of a turnover model that incorporates a matrix measure of valence-instrumentality-expectancy perceptions

A sample of 365 managers of a full service U.S. restaurant chain was used to test a model incorporating a matrix measure of valence-instrumentality-expectancy (VIE) perceptions leading to the outcomes of job performance and turnover. This study used Hollenback's (1979) method of computing motivational force scores deriving from VIE perceptions. The model hypothesized one path from VIE to pay satisfaction, another from VIE to job performance, and a third set of links from job satisfaction to intentions to leave the organization to voluntary turnover. The results supported a revised model including the major hypothesized path from VIE perceptions to pay satisfaction to job satisfaction to intent to leave to voluntary turnover. In addition, the job performance to turnover paths were supported. The most noteworthy paths not receiving support were from VIE perceptions to job performance; however, there was an unhypothesized, indirect effect of VIE perceptions on job performance through pay satisfaction.     

组织中的社会交换：由直接到间接

社会交换理论被引用来研究组织中的两种交换：员工与所在组织之间的交换——“感受组织支持”（POS）和员工与直接上司之间的交换——“领导—成员交换”（LMX）。以往的研究侧重于“直接交换”,即：从POS和LMX到员工工作产出的直接回归。该文以员工的组织情感承诺和工作满意感为中介变量,考察POS和LMX对员工工作产出的间接影响。在919份有效问卷的基础上,通过结构方程模型的比较,结果发现：组织情感承诺和工作满意感的确可以在POS和LMX与员工工作产出之间承担全部或部分中介的角色。这说明,员工与组织之间、上司与下属之间的交换只有小部分是“直接交换”,大部分则属于“间接交换”。最后,作者讨论了这些新发现的理论意义和实践意义,并指出了该研究的不足之处。     

Bus drivers' exposure to bullying at work: an occupation-specific approach

The present study employs an occupation-specific approach to examine bus drivers' exposure to bullying and their trait anger, job engagement, job satisfaction and turnover intentions. A total of 1,023 bus drivers from a large public transport organization participated in the study. The findings show that bus driving can be a high risk occupation with regard to bullying, since 70% of the bus drivers had experienced one or more acts typical of bullying during the last six months. As many as 11% defined themselves as victims of bullying, 33% of whom (i.e. 3.6% of the total sample) see themselves as victims of frequent bullying. Colleagues were most frequently reported as perpetrators. Exposure to bullying was negatively related to job engagement and job satisfaction and positively related to turnover intentions. Job engagement and job satisfaction mediated the relationship between bullying and intention to leave, respectively. Trait anger had an interaction effect on the relationship between bullying and turnover intentions. This study indicates that workplace bullying has context-specific aspects that require increased use of context-specific policies and intervention methods.     

Time to leave? The interaction of temporal focus and turnover intentions in explaining voluntary turnover behaviour

Although turnover intentions are the strongest predictors of voluntary turnover behaviours, many employees who express intentions to leave do not. To explain why some employees translate turnover intentions into behaviour and others do not, this study examines the moderating effect of temporal focus (i.e. the degree to which one thinks about the past, present and future) between turnover intentions and voluntary turnover, using the lens of theory of planned behaviour. Data were collected from 683 full-time employees in a range of organisations at three points in time. Results show that past temporal focus conditions the positive relationship between turnover intention and turnover, such that the relationship is stronger when past temporal focus is high. Future temporal focus has an opposite moderating effect, such that the relationship between turnover intention and turnover is weaker when future temporal focus is high. Results show no significant moderating effect of current temporal focus. Overall, temporal focus helps explain why some employees leave and others stay by conditioning the likelihood of translating turnover intentions into quitting. We speculate that a dominant, unspoken paradigm in turnover research is an assumption that individuals are current focused, yet our results suggest scholars should explicitly examine this assumption.     

A longitudinal study of the determinants and outcomes of career change

The present longitudinal field study investigated the antecedents and consequences of an actual career change. The framework for this study was Rhodes and Doering's (1983) model of career change. We examined the effect of individual and organisational characteristics on career change behaviour. The individual characteristics were: traits (Openness to Experience, Extraversion, Conscientiousness and general self-efficacy), demographic factors (age, gender, marital status, and children), human capital (education level and occupational tenure), job satisfaction, job search activity and intentions to leave; and organisational factors (job security and salary). The findings showed that a range of individual characteristics were associated with career change including, Openness to Experience, Extraversion, gender, age, educational level, and occupation tenure. However, job security was the only organisational factor related to career change. One year after career change, individuals reported higher job satisfaction, improved job security and a reduction in the number of hours worked.     

A LONGITUDINAL INVESTIGATION OF THE RELATIONSHIPS BETWEEN JOB INFORMATION SOURCES, APPLICANT PERCEPTIONS OF FIT, AND WORK OUTCOMES

This longitudinal field study was designed to examine the relationships between job information sources, self-esteem, and perceptions of person-job (P-J) and person-organization (P-O) fit, as well as the relationships between perceptions of fit and work outcomes (job satisfaction, organizational commitment, organizational identification, intentions to quit, stress symptoms, and turnover). The results indicate that the number of formal job information sources and self-esteem were positively related to perceptions of P-J fit, and formal job information sources were positively related to perceptions of P-O fit. Perceptions of P-J fit were positively related to job satisfaction, organizational commitment, organizational identification, and negatively related to stress symptoms and intentions to quit. Perceptions of P-O fit were negatively related to intentions to quit and turnover. In addition, perceptions of fit mediated the relationships between job information sources and self-esteem with job satisfaction, intentions to quit, and turnover. These results highlight the job applicant's perspective of fit, and demonstrate the importance of both P-J and P-O fit perceptions.     

An Examination of the Additive Versus Convergent Effects of Employee Perceptions of Fit

This study examined additive effects of various types of person–job and person–organization fit. Although numerous studies have investigated the correlates of various fit types, little research has examined whether the effects of different fit types are additive or convergent. The effects of multiple fit perceptions on job satisfaction, organizational commitment, and turnover intentions were examined. Results indicate additive effects of person–job and person–organization fit perceptions on job satisfaction and organizational commitment. The effects of person–job fit perceptions on turnover intentions were also additive. However, person–organization and person–job fit had convergent effects on turnover intention. Results indicate that managers must pay attention to various fit types for positive job attitudes and to reduce turnover.     

Effects of gender similarity on relationships between person–group value fit and work attitudes

The present study assessed the effect of gender similarity as a potential moderator of the relationships between person–group (P–G) value fit and work attitudes. Specifically, we predicted that the effect of P–G value fit (in terms of social integration values) on individual attitudes would be stronger for individuals who had a similar gender than those of a different gender. Based on data obtained from 197 employees in South Korea, we found that when the focal individual had high gender similarity with his or her group, the relationships between P–G value fit and job satisfaction and between P–G value fit and turnover intentions were more prominent. Furthermore, these moderating effects were significant for men, but not for women.     

Do Employees Leave Just Because They Can? Examining the Perceived Employability–Turnover Intentions Relationship

The relationship between perceived employability and turnover intentions seems much more complicated than what the common sense would suggest. Based on the reviewed literature, it was expected that job satisfaction, affective commitment, and perceived job security would moderate this relationship. Using a sample of working individuals from different occupations and sectors (N = 721), it was found that employees who perceived themselves as highly employable were more likely to have turnover intentions when their affective commitment was low and perceived job security was high; and the relationship was negative for employees with shorter tenures. Understanding the conditions under which perceived employability is associated with turnover intentions may help organizations design human resource policies that allow them to retain an educated and competent workforce.     

Assessing the impact of organizational communication on job satisfaction and job performance

The present paper analyses the impact of organizational communication on job satisfaction and job performance. Data were collected from 380 employees working at different managerial levels in various organizations in India by using Organizational Communication Scale (Roberts & O’Reilly, 1974), Job Satisfaction Survey scale (Spector, 1985), and Job Performance scale (Rodwell, Kienzle & Shadur, 1998). It was found that organizational communication had a significant effect on job satisfaction and job performance of the employees. The analysis further indicated that the employees at different levels perceived job satisfaction differently. Thus, it can be inferred that in Indian organizations, job satisfaction and performance are very much dependent on the communication behavior of the organization.