A model for the effects of job insecurity on performance,turnover intention,and absenteeism

This study investigates the effects of job insecurity on four organizationally important outcomes: in‐role behaviour, organizational citizenship behaviour, turnover intention, and absenteeism. A model is tested in which job insecurity is simultaneously a hindrance and a challenge stressor. In particular, job insecurity is proposed to have a predominantly harmful effect on performance, turnover intention, and absenteeism, and it is argued that these effects are mediated by (reduced) work attitudes. In addition, job insecurity is also assumed to affect these behaviours in the opposite way (i.e. a suppressor effect) because job insecurity might motivate employees to make themselves more valuable to the organization by working harder and being less absent. The model is tested with a sample of 136 German non‐managerial employees. Data from supervisors (i.e. in‐role behaviour and organizational citizenship behaviour), the company's personnel files (i.e. absenteeism), and self‐reports (i.e. job insecurity, work attitudes, turnover intention, in‐role behaviour, and organizational citizenship behaviour) were used. Structural equation modelling showed that a model that included both negative and positive effects fitted the data best. The negative effect was stronger than the positive effect. The results show that the effects of job insecurity are more complex than previously assumed. In addition, the results also extend previous research into hindrance and challenge stressors because they show that stressors should not be categorized as either hindrance or challenge. Instead, it might be more appropriate to conceptualize hindrance and challenge as two dimensions.     

Relationships between emotional labor, job performance, and turnover

The present study investigates the relationship between the emotional labor strategies surface acting and deep acting and organizational outcomes, specifically, employees' overall job performance and turnover. Call center employees from two large financial service organizations completed an online survey about their use of surface and deep acting. Their responses were matched with supervisors' ratings of overall job performance and organizational turnover records obtained 9 months later. Results indicate that surface acting is directly related to employee turnover and emotional exhaustion and that the relationship between surface acting and job performance is indirect via employee affective delivery. Deep acting was not linked to these outcomes. Theoretical and practical implications are discussed from the perspective of emotional labor theories.     

National cultures, performance appraisal practices, and organizational absenteeism and turnover: a study across 21 countries

Performance appraisal (PA) is a key human resource activity in organizations. However, in this global economy, we know little about how societal cultures affect PA practices. In this study, we address this gap by focusing on 2 complementary issues: (a) the influence of societal (national) cultural practices on PA practices adopted by organizations and (b) the contribution of the level of congruence between societal cultural practices and the characteristics of organizational PA practices to absenteeism and turnover. The results, based on a large data set across multiple countries and over 2 time periods, support the hypothesized effects of societal (national) cultural practices on particular PA practices and the interactive effects of societal cultural practices and PA practices on absenteeism and turnover. We discuss theoretical and practical implications of our findings.     

The impact of vacation and job stress on burnout and absenteeism

Abstract

The purpose of the present study was to test the hypothesis that vacation relief decreases psychological and behavioral strains caused by job stressors. We examined the impact of job stress and vacation on strain on 87 blue-collar employees in an industrial enterprise in central Israel. Whereas former respite research focused on the impact of vacation only on psychological strains such as burnout and job and life satisfaction, the current study also examined a behavioral strain, absenteeism. The employees completed questionnaires before and after vacation and again four weeks later. Our findings show that vacation alleviated perceived job stress and bumout as predicted, replicating findings that a respite from work diminishes levels of strain to lower than chronic, on-the-job levels. We found declines in burnout immediately after the vacation and a return to prevacation levels four weeks later, and a similar pattern with regard to absenteeism.     

The impact of vacation and job stress on burnout and absenteeism

Abstract The purpose of the present study was to test the hypothesis that vacation relief decreases psychological and behavioral strains caused by job stressors. We examined the impact of job stress and vacation on strain on 87 blue-collar employees in an industrial enterprise in central Israel. Whereas former respite research focused on the impact of vacation only on psychological strains such as burnout and job and life satisfaction, the current study also examined a behavioral strain, absenteeism. The employees completed questionnaires before and after vacation and again four weeks later. Our findings show that vacation alleviated perceived job stress and bumout as predicted, replicating findings that a respite from work diminishes levels of strain to lower than chronic, on-the-job levels. We found declines in burnout immediately after the vacation and a return to prevacation levels four weeks later, and a similar pattern with regard to absenteeism.     

Effects of drugs and alcohol on behavior,job performance,and workplace safety

A study of records for 1 large U.S. company revealed that employees with positive drug screens were fired, whereas workers who self‐disclosed drug/alcohol problems remained employed. Both groups were offered substance abuse intervention, and some previously fired workers were rehired after they received treatment. Accident results showed that drug‐test positive employees, as compared with self‐referred workers, had a significantly higher accident rate in all categories. Treatment data revealed that drug‐test positive workers had significantly higher accident rates before and after treatment than self‐referred employees. Posttreatment results showed that drug‐test positive employees had a significant decrease in accidents after services, whereas the self‐referred group showed no change.     

Developmental climate: A cross-level analysis of voluntary turnover and job performance

This research investigates the influence of shared perceptions of developmental climate on individual-level perceptions of organizational commitment, engagement, and perceived competence, and whether these attitudes mediate the relationship between developmental climate and both individual voluntary turnover and supervisor-rated job performance. Survey data were collected from 361 intact employee–supervisory mentoring dyads and matched with employee turnover data collected one year later to test the proposed framework using multilevel modeling techniques. As expected, shared perceptions of developmental climate were significantly and positively related to all three individual work attitudes. In addition, both organizational commitment and perceived competence were significant mediators of the positive relationship between shared perceptions of developmental climate and voluntary turnover, as well as shared perceptions of developmental climate and supervisor-rated job performance. By contrast, no significant mediating effects were found for engagement. Theoretical implications, limitations, and future research are discussed.     

The effect of flextime on absenteeism and turnover for male and female employees

Interrole conflict resulting from the demands of work and family roles has become increasingly common over the past decade due to significant societal changes. Females are seen as more susceptible to this interrole conflict because maintaining the home is still perceived as primarily a woman's role. As such, females tend to have higher interrole conflict than males. Flextime may be instrumental in reducing work/family conflict because of the discretion it permits. In turn, the improved integration of conflicting roles is hypothesized to reduce absenteeism and turnover. Thus a longitudinal investigation of potential differences in absenteeism and turnover for females and males on-flextime and females and males not-on-flextime was conducted. Significant decreases in absenteeism but not turnover for females and males on-flextime were found. It was concluded that flextime, by reducing the need for absenteeism, has positive benefits for employees with interrole conflict problems (e.g., dual career families) and for the Organization.     

Cognitive ability,cognitive aptitudes,job knowledge,and job performance

This paper reviews the hundreds of studies showing that general cognitive ability predicts job performance in all jobs. The first section shows that general cognitive ability predicts supervisor ratings and training success. The second section shows that general cognitive ability predicts objective, rigorously content valid work sample performance with even higher validity. Path analysis shows that much of this predictive power stems from the fact that general cognitive ability predicts job knowledge (r = .80 for civilian jobs) and job knowledge predicts job performance (r = .80). However, cognitive ability predicts performance beyond this value (r = .75 versus r = [.80][.80] = .64) verifying job analyses showing that most major cognitive skills are used in everyday work. The third section of the paper briefly reviews evidence showing that it is general cognitive ability and not specific cognitive aptitudes that predict performance.     

The interactive effect of job involvement and organizational commitment on job turnover revisited: a note on the mediating role of turnover intention

This study extends previous theoretical and empirical research on Blau and Boal's (1987) model of the interactive effect of job involvement and organizational commitment on employee withdrawal. Using longitudinal data from a survey among the nursing staff of a Swedish emergency hospital (N = 535) and register information on actual turnover, the results showed, in contrast to the statement of the original theoretical model, that turnover intention mediates the additive and multiplicative effects of job involvement and organizational commitment on actual turnover. The study suggests that the proposed involvement by commitment interaction is theoretically justified, and underscores the pertinence of investigating intermediate linkages in turnover research.     

Personality, political skill, and job performance

Based on the socioanalytic perspective of performance prediction [Hogan, R. (1991). Personality and personality assessment. In M. D. Dunnette, L. Hough, (Eds.), Handbook of industrial and organizational psychology (2nd ed., pp. 873–919). Chicago: Rand McNally; Hogan, R., & Shelton, D. (1998). A socioanalytic perspective on job performance. Human Performance, 11, 129–144.], the present study tests whether motives to get along and to get ahead produce greater performance when interactively combined with social effectiveness. Specifically, we investigated whether interactions of the Five-Factor Model constructs of agreeableness and conscientiousness with political skill predict job performance. Our results supported our hypothesis for the agreeableness-political skill interaction. Additionally, after correcting for the unreliability and restricted range of conscientiousness, we found that its interaction with political skill also significantly predicted job performance, although not precisely as hypothesized. Implications of the results and directions for future research are provided.     

Job involvement,machiavellianism and job performance

This study addressed the effect of job involvement on the relationship between Machiavellianism and job performance. The results showed a significant effect for managers who perceive themselves as possessing high levels of job involvement. No effect was found for managers who perceived themselves as having low levels of job involvement. Findings are discussed in the context of the research, and implications are provided for executives in the retail setting.     

The impact of job complexity and performance measurement on the temporal consistency, stability, and test-retest reliability of employee job performance ratings

Although research has shown that individual job performance changes over time, the extent of such changes is unknown. In this article, the authors define and distinguish between the concepts of temporal consistency, stability, and test-retest reliability when considering individual job performance ratings over time. Furthermore, the authors examine measurement type (i.e., subjective and objective measures) and job complexity in relation to temporal consistency, stability, and test-retest reliability. On the basis of meta-analytic results, the authors found that the test-retest reliability of these ratings ranged from .83 for subjective measures in low-complexity jobs to .50 for objective measures in high-complexity jobs. The stability of these ratings over a 1-year time lag ranged from .85 to .67. The analyses also reveal that correlations between performance measures decreased as the time interval between performance measurements increased, but the estimates approached values greater than zero.     

Age,job complexity,satisfaction, and performance

Job complexity was measured for jobs in a Public Agency. Perceptions of job complexity were obtained from self-reports of 133 employees. Independent measures were obtained from interviews with the subjects. Career stages, based upon age groupings, were found to moderate the relationship between (1) job-satisfaction and perceived job complexity and (2) job-performance and independently rated job complexity. These results are discussed in light of the current literature.     

Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: a meta-analysis

In this article, a 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria. Results of meta-analyses of 183 independent samples indicated that whereas hindrance stressors had dysfunctional relationships with these criteria (negative relationships with job satisfaction and organizational commitment and positive relationships with turnover intentions, turnover, and withdrawal behavior), relationships with challenge stressors were generally the opposite (positive relationships with job satisfaction and organizational commitment and negative relationships with turnover intentions and turnover). Results also suggested that the differential relationships between challenge stressors and hindrance stressors and the more distal criteria (withdrawal behavior and turnover) were due, in part, to the mediating effects of job attitudes.     

Organizational equity perceptions, employee job satisfaction, and departmental absence and turnover rates

Employee job satisfaction and perceptions of equitable treatment have been the topics of a great amount of behavioral research. Several theorists have suggested that one or the other may be related to organizational behaviors of employees such as absence and/or turnover. This longitudinal study examines the association of the two constructs, and, in a field setting, compares them as separate variables relating to absence and turnover. Employee perceptions of equitable treatment were found to be stronger predictors of absence and turnover than were job satisfaction variables.     

Coping and job performance

An organizational field study comprising 42 subjects examined the relationship between growth-oriented coping and subsequent job performance. Growth orientation was measured using the 7-item growth scale obtained from the Lazarus Ways of Coping Checklist. The hypothesized relationship between growth orientation and job performance was confirmed. Individuals obtaining high evaluations of managerial performance emphasized growth-oriented strategies in their behaviors. Further research directions are introduced.