The impact of financial and nonfinancial incentives on business-unit outcomes over time

Unlike previous behavior management research, this study used a quasi-experimental, control group design to examine the impact of financial and nonfinancial incentives on business-unit (21 stores in a fast-food franchise corporation) outcomes (profit, customer service, and employee turnover) over time. The results showed that both types of incentives had a significant impact on all measured outcomes. The financial incentive initially had a greater effect on all 3 outcomes, but over time, the financial and nonfinancial incentives had an equally significant impact except in terms of employee turnover.     

配偶情绪智力对员工工作投入的影响：员工生活幸福感的中介作用和性别的调节作用

本文关注配偶情绪智力对员工工作投入的跨领域的人际间影响。基于努力-恢复模型视角和情绪智力文献, 本文提出高情绪智力的配偶能够通过提升员工生活幸福感, 从而促进员工工作投入。此外, 通过整合社会性别角色理论, 本文进一步讨论了员工性别的调节作用。通过两个子研究, 本文发现：配偶情绪智力与员工生活幸福感之间呈现正相关关系; 员工生活幸福感与员工工作投入之间呈现正相关关系; 员工生活幸福感中介了配偶情绪智力对员工工作投入的影响; 并且, 员工性别调节了配偶情绪智力和员工生活幸福感之间的关系, 即当员工为男性时, 配偶情绪智力对该员工生活幸福感的正向影响更强; 此外, 员工性别还调节了员工生活幸福感在配偶情绪智力和员工工作投入之间起到的中介作用。本研究首次提出和检验了配偶情绪智力对员工工作投入的跨领域的人际间积极影响, 具有理论和实践上的重要意义。     

Increasing Job Performance and Decreasing Salesperson Propensity to Leave: An Examination of an Asian Sales Force

Given the rapid expansion of the geographic territory that today’s firms compete in, firms without a strong understanding of the markets/countries where they conduct business will experience higher levels of employee turnover and lower levels of employee performance. When high levels of employee turnover and low levels of employee performance exist, firm profitability will be reduced and the potential for failure within the given markets will increase. Considering the level of firm interest in conducting business in Asian markets, we examine methods to reduce employee propensity to leave and increase job performance using a sample of 213 Korean salespeople. Results from the study indicate that (1) only organizational commitment was found to directly increase performance and decrease propensity to leave, (2) perceived organizational support was found to increase performance, and (3) emotional exhaustion was found to directly increase employee propensity to leave. Given the findings of this study, firms are provided with insights into managing turnover and increasing performance, which can aid firms in being potentially more successful within the Asian marketplace.     

Feeling Committed to Work: How Specific Forms of Work-Commitment Predict Work Behavior and Performance Over Time

Previous research revealed that commitment to more specific foci than the organization as a whole is better suited to predict specific employee behaviors. We extend this research by proposing and evaluating specific forms of work commitment that are applicable across a broad range of work situations: work-group, work-content, and work-results commitment. Two studies (N ₁ = 16,389; N ₂ = 482) supported the distinction between these forms of work commitment, in addition to affective and continuance organizational commitment. Corroborating our predictions, organizational commitment predicted organizational turnover intentions and actual turnover, whereas the three forms of work commitment substantially improved the prediction of self-reported (Study 1) and objective (Study 2) measures of internal mobility and job performance over time.     

The prediction of turnover intention by means of employee engagement and demographic variables in a telecommunications organisation

This study sought to determine the prediction of turnover intention by employee engagement and demographic variables in a large South African information and communication technology (ICT) organisation. Cross-sectional survey data was collected from the organisation. Using a sample of 2276 participants the Utrecht Work Engagement Scale (UWES) was employed to measure employee engagement, while the Intention to Stay Questionnaire (ISQ) measured turnover intentions. Employee engagement was significantly negatively related with turnover intentions. A factor analysis conducted on the UWES indicated that activation accounted for 10% of the variance in turnover intentions. Age and tenure had statistically significant negative relationships with turnover intentions, whilst qualification and race had significant positive relationships with turnover intentions. The results also confirmed the predictive model of employee engagement as well as the impact of the demographic variables of race, age, tenure on turnover intentions. The study has practical implications in relation to its ability to contribute to human resources activities in the form of differentiated remuneration and retention strategies based on differences in age and tenure.     

雇员主动离职心理动因模型评述

在介绍雇员离职研究背景和意义的基础上,重点对1980年后雇员主动离职研究中4个有代表性的心理动因模型──Steers 和Mowday(1981)模型、Sheridan(1983)模型、Lee和Mitchell(1994)模型以及Price(2000)模型进行了细致的评述,并对主动离职心理动因模型的发展方向提出了一些看法。     

Gone Today but here Tomorrow: Extending the Unfolding Model of Turnover to Consider Boomerang Employees

Turnover research typically views voluntary turnover as an end state that severs the employment relationship permanently. However, this perspective overlooks the possibility that an employee who quits may return in the future. Anecdotal and empirical evidence suggest that these “Boomerangs” can be a valuable staffing resource for their organizations. Yet, research regarding this type of employee is largely absent. Thus, we know little about whether the experiences of these temporary leavers differ from those who leave an organization permanently. In this paper, we examined differences between Boomerangs (employees who quit but are later rehired) and “Alumni” (employees who quit but will not return) using both qualitative and quantitative data. In a large sample of professional service employees, we found that Boomerangs and Alumni reported different reasons for having quit, which meant they were more likely to be classified on different paths in the unfolding model of turnover. In addition, survival analyses on the time to turnover suggest that Boomerangs quit earlier than Alumni in their original tenure, paradoxically suggesting that employees who quit earlier may be the very employees who will return in the future. Together, our findings suggest an extension to the unfolding model that considers how the timing of and reasons for turnover impact post‐turnover (return) decisions.     

Employee–supervisor political skill congruence and work outcomes: The mediating role of leader–member exchange quality

This study aims to investigate the effect of employee–supervisor political skill congruence on the quality of leader–member exchange (LMX), which in turn influences employees' job satisfaction and turnover intention. For this purpose, two survey studies were conducted. The first study examined the relationship between employee–supervisor political skill congruence and LMX using multi-source data collected from 287 employee–supervisor dyads. The second study examined the indirect effect of congruence in political skill on work outcomes through LMX by using time-lagged multi-source data collected from 142 employee–supervisor dyads. The findings indicate that compared with incongruence, congruence in political skill is associated with higher employee-rated LMX. Moreover, among dyads with congruent political skills, congruence at high levels of political skill is associated with higher employee-rated LMX compared with congruence at low levels of political skill. Moreover, in case of incongruency, low employee–high supervisor political skill combination was related to higher supervisor-rated LMX compared with high employee–low supervisor political skill combination. Lastly, employee–supervisor political skill congruency indirectly influences job satisfaction and turnover intention through employee-rated LMX. This research significantly contributes to the political skill literature by examining potential consequences of employee–supervisor congruence in political skill in the workplace.     

Growth coping,work satisfaction and turnover: A longitudinal study

A longitudinal organizational field study examined work satisfaction and employee growth coping as joint predictors of turnover. Three employee categories were examined: 1) No Turnover, 2) turnover within the same occupational field (Intraoccupational Turnover), and 3) turnover to a new occupational field (Interoccupational Turnover). Work satisfaction was moderate in the first two groups and low in the third group. As predicted, a specific strategy of employee coping, growth, was lowest in the first group, moderate in the second group, and highest in the third group. Through the use of linear discriminant analysis, 66.4% of the employees were correctly classified into No Turnover, Intraoccupational Turnover, and Interoccupational Turnover groups based only on information regarding work satisfaction and growth coping. The first squared canonical correlation was found to equal .30, far surpassing the modest work satisfaction/turnover correlations found in all previous studies.The authors wish to thank the two anonymous reviewers for their thoughtful comments.     

Employee absenteeism: A review of the literature

The purpose of this paper is to review the literature on employee absenteeism as a form of withdrawal behavior apart from turnover. Studies examining the psychometric properties of absence measures are reviewed, along with the relationship between absenteeism and personal, attitudinal, and organizational variables. Studies exploring the relationship between absenteeism and turnover are examined according to the unit of analysis studied in the research. Programmatic efforts to reduce employee absenteeism are also reviewed. Throughout the paper emphasis is placed on the indices used by investigators to measure absenteeism, and the problems that have arisen in the literature through the use of multiple indicators of absenteeism. The review concludes with suggestions for research that are of both theoretical and practical concern.     

Assessing the impact of healthy work organization intervention

This research evaluates a healthy work organization intervention implemented in a retail setting. Using a participatory process, employee teams in 11 intervention stores developed customized plans for improving work organization at their sites. Ten comparable stores served as controls. Employee surveys were administered prior to the intervention and twice again at 12‐month intervals. Business results were compiled monthly for each store. The baseline data were used by the teams to identify needs and establish action priorities for their stores. Most study outcomes declined across time for all stores, due primarily to internal corporate events and a generally adverse economic environment. However, the intervention process appeared to buffer some of these declines; intervention stores fared better in terms of selected aspects of organizational climate and psychological work adjustment. Intervention stores also performed better than controls on general indices of perceived health and safety and two of the four business outcomes: employee turnover and sales per labour hour. These results are discussed in terms of the challenges involved in evaluating organizational‐level interventions in work settings.     

On the dark side of work: a longitudinal analysis using self-determination theory

As the nature of work has changed in recent decades, employees are increasingly exposed to psychological demands in the workplace, which have associated consequences for employees, organizations, and society. Using self-determination theory, this study examined the dark side of work, in which frustration of basic psychological needs is associated with higher levels of work-related stress. In this model, work-related stress is associated with higher levels of somatic symptom burden, which in turn is associated with higher levels of emotional exhaustion, turnover intention, and absenteeism. Results of a longitudinal analysis using data from four time points over 15 months supported these predictions. Taken together, this study advances the literature towards an understanding of the (potential) detrimental impact that need-thwarting work contexts can have on employee wellness and work-related outcomes.     

职业生涯高原对员工工作满意度、组织承诺、离职意愿的影响

职业生涯高原是指个体在当前组织中职业生涯发展的停滞。在控制人口统计学变量以及同一方法偏差的基础上,研究发现职业生涯高原的不同维度对不同组织效果变量有不同影响。（1）层级高原对员工工作满意度和组织承诺并没有显著负向影响,但会增加员工离职的可能性。不过,层级高原对员工离职意愿的影响受到工龄的调节;（2）内容高原对员工的工作满意度、组织承诺均具有显著负向影响,并增加员工离开组织的可能性;（3）中心化高原对员工的工作满意度、组织承诺均具负向影响,但对员工离职意愿却没有显著影响     

Rethinking the use of personal history information: The value of theory-based biodata for predicting turnover

This article argues the case for the use of theoretically-grounded biodata information as valid predictors of employee behavior and outlines a procedure for the use of biodata variables with relatively small samples. The usefulness of this approach was demonstrated in a study assessing the ability of theory-based biodata items to predict the turnover of bank tellers. The results of this study demonstrate the predictive power and the practical value of using carefully chosen biodata information. In particular, tenure in prior job, relevance of prior job experience, and education level were found to significantly predict teller turnover.     

Internal and External Networking Differentially Predict Turnover Through Job Embeddedness and Job Offers

Although the career benefits associated with professional networking are relatively well established, the repercussions of this highly regarded career management activity for voluntary turnover have rarely been examined. Given the potential costs associated with voluntary turnover, this study sought to clarify the roles of networking behaviors in relation to voluntary turnover by focusing on the distinction between internal and external networking. Based on survey responses of industrial and organizational psychology professionals, we found that internal and external networking behaviors differentially predicted decisions to voluntarily leave employers 2 years later: The likelihood of voluntary turnover was negatively predicted by internal networking and positively predicted by external networking. Furthermore, to shed light on the reasons why employee networking behaviors differentially predicted turnover decisions, this study also examined 4 turnover antecedents (job satisfaction, job embeddedness, perceived employment opportunities, and job offers) as potential mediating mechanisms. Results revealed that the relationships of internal and external networking with voluntary turnover were mediated by job embeddedness and job offers, respectively. We discuss the implications of these findings for understanding and managing employee networking and retention.     

Predicting Voluntary Turnover from Job Applicant Biodata and Other Applicant Information

Research suggests that biodata (i.e., personal history information) is one of the best predictors of voluntary employee turnover. Given this fact, it is surprising that research on biodata has declined in recent years, and that biodata is not commonly used by employers for selecting employees. This article presents the results of a study that focused on the ability of biodata items and other information available on job applicants to predict voluntary turnover. With one exception, the hypotheses offered were confirmed. Specifically, applicant status (i.e., previously had applied for a job), submission of optional personal history information, employment status (i.e., job applicant was employed), and recruitment source (i.e., employee referral) all predicted voluntary turnover. The ability of applicant status, submission of a personal statement, and recruitment source to predict employee performance also was examined. Applicant status and recruitment source were found to predict subsequent performance ratings.     

A multidisciplinary model of voluntary employee turnover

This paper proposes a model of employee turnover based upon the existing literature from psychological, sociological, and economic perspectives. Voluntary turnover is posited to have three major classes of determinants: characteristics of the individual employee, work-related factors, and the states of certain economic variables. The model proposes that economic factors serve to control the degree to which individual and work-related factors can explain variation in turnover. It is hypothesized that individual and work-related variables will be more predictive of turnover under prosperous economic conditions than when the economy is strained. The model also proposes four classes of consequences of turnover: individual, organizational-social, organizational-economic, and societal. Recommendations for future turnover research are discussed.     

A Compositional Analysis of the Organizational Climate-Performance Relation: Public Schools as Organizations

The present study examined specific aspects of organizational climate related to job satisfaction, employee turnover, and organizational performance in public elementary schools. Survey data were obtained from school staff and students and from school district archives. Hypotheses tested included: (1) Employee perceptions of organizational climate and job satisfaction, when aggregated to an organizational level, would represent group-level constructs; (2) Employee perceptions of positive organizational climate would be associated with higher levels of job satisfaction and organizational performance and with lower levels of employee turnover; (3) Relations of organizational climate to organizational performance and to employee turnover would be mediated by employee job satisfaction; and (4) Employee perceptions of positive organizational climate and job satisfaction would be associated with less achievement disparity between minority and non-minority students. Study results supported all but one hypothesis. There was no evidence for the mediating effects of job satisfaction on relations of organizational climate to organizational performance and to employee turnover. Results were consistent with the broader organizational literature, which has shown the importance of orderly work environments, collegial relations, and supportive leaders for effectively functioning groups and organizations.     

Business-unit-level relationship between employee satisfaction,employee engagement,and business outcomes: a meta-analysis

Based on 7,939 business units in 36 companies, this study used meta-analysis to examine the relationship at the business-unit level between employee satisfaction-engagement and the business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents. Generalizable relationships large enough to have substantial practical value were found between unit-level employee satisfaction-engagement and these business-unit outcomes. One implication is that changes in management practices that increase employee satisfaction may increase business-unit outcomes, including profit.     

Resign or carry-on? District and principal leadership as drivers of change in teacher turnover intentions during the COVID-19 crisis: A latent growth model examination

During the COVID-19 pandemic, teachers in the United States, an already at-risk occupation group, experienced new work-related stressors, safety concerns, and work-life challenges, magnifying on-going retention concerns. Integrating the crisis management literature with the unfolding model of turnover, we theorize that leader actions trigger initial employee responses but also set the stage for on-going crisis response that influence changes in teachers' turnover intentions. We apply latent growth curve modelling to test our hypotheses based on a sample of 617 K-12 teachers using nine waves of data, including a baseline survey at the start of the 2020–2021 school year and eight follow-up surveys (2-week lags) through the Fall 2020 semester. In terms of overall adaptation, teachers on average, experienced an increase in work-life balance and a decrease in turnover intentions over the course of the semester. Results also suggest that district and school leadership provide unique and complementary resources, but leader behaviours that shape initial crisis responses do not similarly affect employee responses during crisis, contrary to theory. Instead, teachers' adaptive crisis response trajectories were triggered by continued resource provision over the semester; increasing provision of valued resources (i.e., continued refinement of safety practices) and improvements in work-life balance prevented turnover intentions from spiralling throughout the crisis. Crisis management theory and research should continue to incorporate temporal dynamics and identify factors that contribute to crisis response trajectories, using designs and analyses that allow for examination as crises unfold in real time.