The Effects of Perceived Supervisor Support,Perceived Organizational Support,and Organizational Justice on Turnover among Salespeople

This study examined effects of three dimensions of organizational justice on salesperson perceived organizational support (POS), perceived supervisor support (PSS), performance, and actual salesperson turnover in a business-to-business setting using a sample of 384 salespeople. Results indicated that PSS is an indirect predictor of turnover intentions through POS and performance. Organizational commitment mediated the relationship between POS and turnover intentions. Procedural justice had a direct, positive influence on performance. Distributive justice, procedural justice, and interactional justice were indirect predictors of turnover through other variables. The salesperson’s performance was related directly to both turnover intentions and turnover.     

Using Biodata to Predict Turnover,Organizational Commitment,and Job Performance in Healthcare

The purpose of the present study was to test whether or not a biodata instrument could be used to predict turnover, organizational commitment, and job performance in healthcare organizations. A criterion‐related, predictive validation strategy was used using a sample of 672 employees from two different hospitals in the southeastern United States. Supervisory ra0tings of organizational commitment and job performance were highly correlated with responses to the organizational commitment scale and the total score on the biodata instrument, respectively. Actual turnover was correlated with responses to the retention scale, although the effect size was small. Additionally, the study examined the fairness of biodata in this context as it relates to differences in performance among minority and non‐minority candidates. The findings in this study suggest that using such an instrument may provide organizations with the potential to improve organizational commitment and job performance, while reducing turnover with minimal group differences.     

组织信任对员工态度和离职意向、组织财务绩效的影响

为了探讨组织信任对个体和组织的作用,在全国不同地区43家企业进行了问卷调查,得到801份有效问卷。结果表明,在个体方面,多层线性模型（HLM：hierarchical linear modeling）分析的结果显示：组织信任对个体的工作满意度、情感承诺有显著的正向预测效果,对离职意向具有显著的负向预测效果;组织信任对工作满意度、情感承诺与离职意向之间的关系都具有显著的调节（加强）作用。在组织方面,结构方程模型的分析结果显示：组织信任通过组织学习和组织创新的完全中介作用于组织的主观财务绩效,即一方面分别通过组织学习和组织创新的完全中介作用于财务绩效,另一方面直接通过组织创新的完全中介作用于组织的财务绩效     

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     

组织政治知觉对乡村教师离职意向的影响:组织公平和组织认同的中介作用

以353名乡村中小学教师为样本,采用结构方程模型等统计方法,分析了组织政治知觉对乡村教师离职意向的影响,以及组织公平和组织认同的中介作用。结果表明：（1）组织政治知觉与乡村教师离职意向之间存在显著正相关,组织政治知觉与组织公平之间存在显著负相关;组织公平与组织认同之间存在显著正相关;组织认同与乡村教师离职意向之间存在显著负相关。（2）组织公平和组织认同在组织政治知觉对乡村教师离职意向的影响中起双重中介作用。     

Turnover intention and performance in China: The role of positive affectivity,Chinese values,perceived organizational support and constructive controversy

This study examines antecedents of turnover intention and job performance in China. The total sample consisted of 153 employees in a toy manufacturing factory in South China. Data from matched supervisor and subordinate responses supported the hypotheses that the workplace experience of perceived organizational support related to turnover intention which in‐turn related to individual job performance. Findings also indicated that the employees with traditional values and positive affectivity related significantly to perceived organizational support.     

Turnover and organizational performance: a comparative analysis of the effects of voluntary, involuntary, and reduction-in-force turnover.

Data were collected from 31 regional subunits of a national financial services company to examine differential effects of 3 types of turnover (voluntary, involuntary, and reduction-in-force) on measures of organizational subunit performance. Although each form of turnover exhibited adverse effects on subunit performance when examined separately, partial correlation results revealed greater and more pervasive adverse effects for reduction-in-force turnover (i.e., downsizing) in comparison with the effects of voluntary and involuntary turnover. The results confirm the negative effects of downsizing, suggesting the need to move beyond the traditional voluntary-involuntary classification scheme used in turnover research.     

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.     

组织承诺与职务投入对技术人员行为的影响

文章讨论了不同职业发展阶段条件下组织承诺和职务投入分别对工程技术人员工作绩效和离职倾向的预测效应.针对Werbel(1984)提出的只有职业发展后期组织承诺才能有效预测离职以及Keller(1997)提出的职务投入对工程师绩效不具有预测力,论文提出了不同观点.通过问卷法对210位工程技术人员进行测量发现,无论离职倾向还是工作绩效,随着职业发展,其预测变量呈现组织承诺-职务投入-组织承诺交替出现的特征.文章对交替过程中的职业发展阶段划分及不同阶段的任务特征作了进一步探讨.     

IT企业员工多层次承诺对离职意向的影响

IT企业的高离职率成为信息技术行业面临的一大难题,本研究运用问卷调查了浙江IT企业员工的多层次承诺(组织承诺、团队承诺和职业承诺)及其离职意向。结果发现,IT企业员工组织承诺是影响离职意向的重要因素;同时IT企业员工的团队承诺和职业承诺是组织承诺影响离职意向的缓冲变量。其中,团队承诺越高,组织承诺对离职意向的影响就越大;而职业承诺越低,组织承诺对离职意向的影响就越大。最后对IT企业的员工的管理提出了建议。     

The Soft Underbelly of System Change: The Role of Leadership and Organizational Climate in Turnover during Statewide Behavioral Health Reform

This study examined leadership, organizational climate, staff turnover intentions, and voluntary turnover during a large-scale statewide behavioral health system reform. The initial data collection occurred nine months after initiation of the reform with a follow-up round of data collected 18 months later. A self-administered structured assessment was completed by 190 participants (administrators, support staff, providers) employed by 14 agencies. Key variables included leadership, organizational climate, turnover intentions, turnover, and reform-related financial stress ("low" versus "high") experienced by the agencies. Analyses revealed that positive leadership was related to a stronger empowering climate in both high and low stress agencies. However, the association between more positive leadership and lower demoralizing climate was evident only in high stress agencies. For both types of agencies empowering climate was negatively associated with turnover intentions, and demoralizing climate was associated with stronger turnover intentions. Turnover intentions were positively associated with voluntary turnover. Results suggest that strong leadership is particularly important in times of system and organizational change and may reduce poor climate associated with turnover intentions and turnover. Leadership and organizational context should be addressed to retain staff during these periods of systemic change.     

The Relationship Between Dysfunctional Interpersonal Tendencies, Derailment Potential Behavior, and Turnover

Managerial derailment, which includes failure in the form organizational exit, poses costly consequences for organizations. We investigated the relationship between dysfunctional interpersonal tendencies, derailment potential behaviors, and actual managerial derailment in the form of voluntary and involuntary turnover. Data were from an archival database of high-level managers working for a global retail organization, including self-report interpersonal tendencies, 360-degree feedback data, and personnel history (N?=?1,796). Managers who exhibit the dysfunctional interpersonal tendencies associated with ??moving against people?? were more likely to enact derailment potential behaviors. As a result, these managers were more likely to be fired or quit. This study advances our understanding of the managerial derailment process by providing evidence of the positive relationship between derailment potential behaviors and both voluntary and involuntary turnover as well as the potential for ??moving against?? people to result in derailment. Our results may help to inform the selection, promotion, and training strategies employed by practitioners and potentially reduce the costs associated with losing high-potential executives. This is one of the first studies to provide evidence of the relationship between derailment potential behaviors and turnover, and in a rarely obtained sample of high-level managers. Additionally, derailment potential ratings were collected before managers?? exit from the organization, thus helping to overcome retrospective bias evident in prior studies; managers who ultimately derail were perceived as having exhibited behaviors consistent with the potential to derail before organizational exit.     

生涯适应力的作用：个体与组织层的跨层面分析*

生涯适应力(career adaptability)是生涯建构理论提出的自我职业生涯管理的核心概念,但国外理论和实践一直认为生涯适应力是一把双刃剑(生涯适应力高的员工工作绩效高,但其离职意向也高),本研究将对此进行检验;同时,生涯适应力作为个体职业生涯开发的核心变量,它在组织职业生涯管理跨层面作用中的价值也未曾研究。通过员工在两个时间点自评和管理者他评问卷,获得54家单位的485份有效调查问卷。结构方程模型分析的结果表明,生涯适应力不仅与工作绩效有显著正相关,而且也与离职意向有显著负相关。层次回归分析结果表明,工龄是生涯适应力与离职意向、工作绩效关系的调节变量;也就是说,工龄短员工的生涯适应力与工作绩效呈显著正相关,与离职意向呈显著负相关,但工龄长员工的生涯适应力与二者的关系都不显著。基于跨层面研究设计,多层线性模型(HLM)分析的结果表明,生涯适应力是组织职业生涯管理与个体工作绩效之间的完全中介变量,但在组织职业生涯管理与离职意向之间的中介作用不显著。这不但回答了生涯适应力对组织价值的管理困境问题,也解决了组织职业生涯管理与个体工作绩效的连接纽带问题。     

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.

     

The Impact of Emotional Dissonance on Organizational Commitment and Intention to Turnover

In the workplace, emotional dissonance is the conflict between experienced emotions and emotions expressed to conform to display rules. This study is an empirical examination of the impact of emotional dissonance on organizational criteria and its moderation by self-monitoring and social support. Emotional dissonance was theorized to stimulate turnover intentions, either solely through job dissatisfaction or through both job dissatisfaction and reduced organizational commitment. Job dissatisfaction was found to be the sole mediator. Emotional dissonance resulted in job dissatisfaction, which, in turn, stimulated withdrawal intentions. Self-monitoring and social support exerted moderator effects, albeit in opposing directions. Emotional dissonance aroused feelings of job dissatisfaction and reduced organizational commitment among high self-monitors. In contrast, social support lessened the negative impact of emotional dissonance on organizational commitment.     

The Importance of Career Insecurity for Turnover Intentions in the Dutch Military

The effects of two dimensions of job insecurity (job loss insecurity and career insecurity) on turnover intentions were tested in a sample from the Dutch armed forces (N = 3,580) after a major downsizing operation was announced. Results suggested that especially perceptions of career insecurity increased turnover intentions. Next to this direct effect, career insecurity was also associated with lowered affective organizational commitment which in turn increased turnover intentions as well. Our results imply that, at least during downsizing operations, a multidimensional conceptualization of job insecurity helps to predict important organizational outcomes in the military. Both perceptions of the risk of losing one’s job and perceptions of possible future career opportunities are important for employee retention.     

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.     

Testing Models of Turnover Intentions with University Faculty1

Four models of turnover intentions were competitively tested for their effectiveness in predicting the intentions to search for alternative positions and intentions to resign from current positions among a sample of university faculty. Faculty at an upper Midwest university completed a survey developed to measure the components of the four models. All four models (intermediate linkages, expanded Mobley, reasoned action, and planned behavior) significantly predicted intentions to search and intentions to resign. The reasoned action model was found to be more effective and parsimonious than the other models. Attitude toward the turnover action and subjective norm concerning the turnover action appear to be the critical factors influencing the faculty members' turnover intentions. Implications of these findings for turnover research and related concepts such as organizational commitment are discussed.     

Sales Force Turnover and Retention: A Research Agenda

Identifying, acquiring, and retaining top sales talent remains a priority in many sales organizations because salesperson turnover remains such an intractable management problem. This paper seeks to encourage and enrich continued research on sales turnover by introducing recent methodological and theoretical advances in psychological, economic, and organizational theory. First, we suggest an examination of sales turnover guided by social network theory. Second, we propose the simultaneous consideration of the interplay between variables within a comprehensive, integrated multilevel framework. Third, in keeping with the shift in research designs initiated in management, our model includes the concept of “shocks”—jarring events that could drive turnover decisions. Finally, we propose to examine sales turnover within an international context. The conceptual framework we present outlines how sales organizations might effectively address sales force turnover and, as a consequence, improve productivity. We conclude by suggesting some specific research questions intended to provide direction for researchers interested in identifying and investigating underresearched linkages.     

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.