共查询到20条相似文献,搜索用时 31 毫秒
1.
Thomas Staufenbiel Cornelius J. König 《Journal of Occupational & Organizational Psychology》2010,83(1):101-117
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. 相似文献
2.
Despite a long history of research on organizational turnover, questions still linger about relative contributions of different factors to the probability and timing of turnover. Complicating matters, civilian and military differences can moderate important relationships among the factors. In this study, several event history models for predicting voluntary turnover in the U.S. military were estimated. Turnover predictors included background variables, military satisfaction, organizational commitment, withdrawal intentions, job withdrawal, and comparisons of military and civilian work and lifestyles. Results showed that withdrawal intentions, job withdrawal, organizational commitment, and military tenure consistently predicted voluntary turnover. Inconsistent findings for job satisfaction and comparisons of military and civilian work and lifestyles raise questions as to their roles as predictors of military turnover. 相似文献
3.
R Abraham 《The Journal of psychology》1999,133(4):441-455
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. 相似文献
4.
组织支持对工作压力的中介效应研究——基于知识型员工样本的实证分析 总被引:1,自引:0,他引:1
采用中介变量分析的一般范式,以知识型员工为研究样本,实证检验了组织支持在工作压力源与压力反应之间的中介效应。研究表明:组织支持在良性压力源(如任务要求、能力要求)与积极压力反应(如组织承诺、工作满意度、工作参与感)之间发挥显著的中介作用;在负性压力源(如人际冲突、组织结构问题、时间冲突)与积极和消极压力反应(如消极工作情绪)之间都发挥显著的缓冲作用。管理者在知识型员工压力管理过程中,应高度重视组织支持的中介缓冲作用。 相似文献
5.
A LONGITUDINAL INVESTIGATION OF THE RELATIONSHIPS BETWEEN JOB INFORMATION SOURCES, APPLICANT PERCEPTIONS OF FIT, AND WORK OUTCOMES 总被引:11,自引:0,他引:11
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. 相似文献
6.
The effects of sexual harassment on turnover in the military: time-dependent modeling 总被引:1,自引:0,他引:1
Sexual harassment has consistently negative consequences for working women, including changes in job attitudes (e.g., lower satisfaction) and behaviors (e.g., increased work withdrawal). Cross-sectional evidence suggests that harassment influences turnover intentions. However, few studies have used actual turnover; rather, they rely on proxies. With a sample of 11,521 military servicewomen with turnover data spanning approximately 4 years, the authors used the appropriate method for longitudinal turnover data--Cox's regression--to investigate the impact of harassment on actual turnover. Experiences of harassment led to increased turnover, even after controlling for job satisfaction, organizational commitment, and marital status. Among officers, harassment also affected turnover over and above rank. Given turnover's relevance to organizational bottom lines, these findings have important implications not only for individual women but also for organizations. 相似文献
7.
The aim of this research is to verify the two-dimensional challenge–hindrance stressor framework in the Chinese context, and investigate the moderating effect of general self-efficacy in the stress process. Data were collected from 164 Chinese employee–supervisor dyads. The results demonstrated that challenge stressors were positively related to job performance while hindrance stressors were negatively related to job performance. Furthermore, general self-efficacy strengthened the positive relationship between challenge stressors and job performance, whereas the attenuating effect of general self-efficacy on the negative relationship between hindrance stressors and job performance was nonsignificant. These findings qualify the two-dimensional challenge–hindrance stressor framework, and support the notion that employees with high self-efficacy benefit more from the positive effect of challenge stressors in the workplace. By investigating the role of an individual difference variable in the challenge–hindrance stressor framework, this research provides a more accurate picture of the nature of job stress, and enhances our understanding of the job stressor–job performance relationship. 相似文献
8.
Toward a better understanding of the effects of hindrance and challenge stressors on work behavior 总被引:1,自引:0,他引:1
Jennica R. Webster Terry A. Beehr Neil D. Christiansen 《Journal of Vocational Behavior》2010,76(1):68-77
This study investigated the processes whereby hindrance and challenge stressors may affect work behavior. Three mechanisms were examined to explain the differential effects these stressors have demonstrated: job satisfaction, strains, and work self-efficacy. A model is proposed in which both types of stressors will result in increases in strains, but that job satisfaction is primarily involved in the relationship between hindrance stressors and citizenship behavior, and efficacy is involved in the relationship between challenge stressors and job performance. Although the results generally supported the dual-stressor framework showing meaningful relationships to the work outcomes through the proposed processes, the link between work self-efficacy and job performance was not significant. This model was analyzed using multi-source data collected from 143 employees from a variety of organizational settings. Implications for the conceptualization of stressors and the development of interventions are discussed. 相似文献
9.
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. 相似文献
10.
The present meta-analytic study introduces an overall model of the relationships between job embeddedness and turnover outcomes. Drawing on 65 independent samples (N = 42,907), we found that on-the-job and off-the-job embeddedness negatively related to turnover intentions and actual turnover, after controlling for job satisfaction, affective commitment, and job alternatives. In addition, the negative relationships between on-the-job embeddedness (off-the-job embeddedness) and turnover criteria were stronger in female-dominated samples and public organizations (collectivistic countries). Finally, turnover intentions, job search behavior, and job performance fully (partially) mediated the effect of on-the-job embeddedness (off-the-job embeddedness) on actual turnover. The research and practical implications of our findings are noted, in light of study limitations and future research needs. (PsycINFO Database Record (c) 2012 APA, all rights reserved). 相似文献
11.
Antón C 《International journal of psychology》2009,44(3):187-194
Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well-being of workers and the functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. According to previous theory, role ambiguity and conflict decrease workers' performance and are positively related to the probability of workers leaving the organization. Job satisfaction refers to a positive evaluation of a job, while organizational commitment refers to an employee's attachment to the organization. The affective dimensions of organizational commitment and job satisfaction are considered to be important predictors of turnover intention, absenteeism, and job performance. In the literature, role conflict and ambiguity have been proposed as determining factors of workers' job satisfaction and their commitment towards the organization. The role of job satisfaction and organizational commitment were analysed as variables that should mediate between role ambiguity and conflict and employees' behaviour. The hypotheses were confirmed by means of path analysis carried out with data obtained from a sample of Spanish blue-collar workers employed by a bus company and a water supply company. Role stressors were negatively related to affective commitment mediated through job satisfaction. Affective commitment to the organization exerted a positive influence on performance and reduces the withdrawal behaviour analysed— intention to leave and absenteeism—although the strongest predictor of intention to leave was, in this study, job satisfaction. 相似文献
12.
Kammeyer-Mueller JD Wanberg CR Glomb TM Ahlburg D 《The Journal of applied psychology》2005,90(4):644-658
To better understand the process of organizational withdrawal, a turnover model incorporating dynamic predictors measured at 5 distinct points in time was examined by following a large occupationally and organizationally diverse sample over a 2-year period. Results demonstrated that turnover can be predicted by perceived costs of turnover, organizational commitment, and critical events measured soon after entry into the organization. Occupational unemployment rates, job satisfaction, and search for alternative jobs also become significant predictors when measured over time. Critical events predicted turnover in a manner distinct from the operation of attitudes, consistent with the unfolding model (Lee & Mitchell, 1994). The path to turnover was marked by consistently low perceived costs of turnover and satisfaction, decreases in commitment, and increases in job search over time. 相似文献
13.
Christian Vandenberghe Kathleen Bentein 《Journal of Occupational & Organizational Psychology》2009,82(2):331-348
We examined the relationships of affective organizational commitment and affective commitment to supervisors with turnover intentions and actual turnover, using three independent samples of employees. In Sample 1 (N=172) and Sample 2 (N=186), affective organizational commitment and affective commitment to supervisors were found to exert independent negative effects on turnover intentions. Moreover, in both samples, affective commitment to supervisors was more strongly related to turnover intentions when affective organizational commitment was low. In Sample 3 (N=431), affective commitment to supervisors was the single significant predictor of actual turnover and interacted with affective organizational commitment such that its effect was stronger when affective organizational commitment was low. The implications of these findings for the understanding of the commitment–turnover relationship are discussed. 相似文献
14.
Brian K. Miller Matthew A. Rutherford Robert W. Kolodinsky 《Journal of business and psychology》2008,22(3):209-222
Organizational researchers during the past few decades have increasingly focused on the role of subjective work issues and
their impact on important worker-related outcomes. One of the most prominently studied factors, perceptions of organizational
politics, has received much recent conceptual and empirical attention. In an effort to better understand the relationship
between perceptions of organizational politics and key outcomes, we apply meta-analysis on 79 independent samples from 59
published and unpublished studies involving 25,059 individual participants. Results indicate strong negative relationships
between POP and job satisfaction and between POP and organizational commitment, moderately positive relationships between
POP and the outcomes of job stress and turnover intentions, and a non-significant relationship between POP and in-role job
performance. Moderator tests show that age, work setting (i.e., public sector or private sector), and cultural differences
(i.e., domestic sample or international sample), have contingent effects on certain POP relationships. 相似文献
15.
Kenneth J. Harris Paul Harvey K. Michele Kacmar 《Journal of business and psychology》2009,24(2):153-164
Purpose The purpose of this study was to investigate the relationships between social stressors and the outcomes of job satisfaction,
altruism, and turnover intentions. Additionally, this study examined the moderating impact of individuals’ core self-evaluations
on these relationships.
Design/methodology/approach Data were obtained from a branch of the state government in the southeast. Responses were received from 144 employees. Supervisors
provided responses as well, and the matched dyads where both supervisor and subordinate responses were received numbered 133.
Findings We found that social stressors were negatively related to job satisfaction and altruism and positively related to turnover
intentions. Results also indicated that higher core self-evaluations buffered the negative influence of social stressors on
job satisfaction and turnover intention, but not altruism.
Implications Our results reinforce the notion that social stressors exhibit significant negative associations with desired job consequences.
Another managerial implication relates to managers when filling vacant positions. When completing this task, managers need
to honestly and accurately assess the social stressors present in their organization. When social stressors are high, managers
should seek to hire individuals who possess higher core self-evaluations.
Originality/value This study employed a different theoretical perspective, conservation of resources theory, and extended the nomological network
related to social stressors. Additionally, this study showed the important moderating impact that core self-evaluations can
have on other relationships, whereas the large majority of previous studies have examined core self-evaluations as a main
effect predictor of important organizational outcomes.
Received and Reviewed by former editor, George Neuman. 相似文献
16.
Rebecca Abraham 《The Journal of psychology》2013,147(4):441-455
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. 相似文献
17.
Mark John Somers 《Journal of Vocational Behavior》2009,74(1):75-81
In a sample of 288 hospital nurses, commitment profiles were compared to turnover intentions, job search behavior, work withdrawal (absenteeism and lateness) and job stress. Five empirically-derived commitment profiles emerged: highly committed, affective-normative dominant, continuance-normative dominant, continuance dominant, and uncommitted. Results indicated that the most positive work outcomes were associated with the affective-normative dominant profile which included lower turnover intentions and lower levels of psychological stress. There were no differences among the commitment groups for lateness, and unexpectedly, the continuance-normative dominant group had the lowest levels of absenteeism. It was suggested that future research focus on the combined influence of commitment on work outcomes. 相似文献
18.
The affective underpinnings of job perceptions and attitudes: a meta-analytic review and integration 总被引:6,自引:0,他引:6
Using psychometric meta-analysis, the authors present a quantitative and qualitative review (k = 205, total pairwise N = 62,527) of the literature relating trait and state positive affect (PA) and negative affect (NA) to job-related attitudes, including job satisfaction, organizational commitment, turnover intentions, and dimensions of job burnout. Results indicated substantial correlations, ranging in absolute value from -.17 (PA and turnover intentions; NA and personal accomplishment) to.54 (NA and emotional exhaustion). Correlational results largely were consistent across hypothesized and exploratory moderator conditions. Meta-analytic multiple regression results generally supported the unique contribution of each affect to each attitude variable of interest. Implications and suggestions for future research on emotion-related aspects of job attitudes are discussed. 相似文献
19.
Dr Lisa M. Kath Cathleen A. Swody Vicki J. Magley Jennifer A. Bunk Jessica A. Gallus 《Journal of Occupational & Organizational Psychology》2009,82(1):159-182
We examined the effects of gender and work‐groups' perceptions of climate for sexual harassment on the relationship between individuals' sexual harassment experiences and job‐related outcomes (namely, job satisfaction, affective organizational commitment, work withdrawal, and job withdrawal). Drawing from a variety of theories, we proposed that a beneficial climate would buffer men from negative outcomes, but would intensify negative outcomes for women. Significant three‐way interactions were found for job satisfaction, affective organizational commitment, and job withdrawal. Results indicated that beneficial work‐group climate perceptions buffered men from decrements in job satisfaction and work withdrawal, but intensified decrements in all three outcomes for women. Implications for research and practice are discussed. 相似文献
20.
Saroj Parasuraman 《Journal of Vocational Behavior》1982,21(1):111-121
This study assesses the relative influence of personal, attitudinal, and behavioral variables on behavioral intentions and voluntary turnover among nonsupervisory plant workers. Results show that personal variables have little direct effect on turnover; rather, their influence on turnover is channeled through their effects on behavioral intentions. Felt stress, organizational commitment, and behavioral intentions are found to be the strongest predictors of voluntary job termination. Weak support is found for absenteeism as a precursor of eventual turnover. 相似文献