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.     

The role of psychological climate in facilitating employee adjustment during organizational change

The current research tested a theoretical model of employee adjustment during organizational change based on Lazarus and Folkman's () cognitive-phenomenological framework. The model hypothesized that psychological climate variables would act as coping resources and predict improved adjustment during change. Two variations of this model were tested using survey data from two different organizational samples: 779 public hospital employees and 877 public sector employees. Confirmatory factor analyses and structural equation analyses were conducted in order to evaluate the models. Results showed that employees whose perceptions of the organization and environment in which they were working (that is, psychological climate) were more positive, were more likely to appraise change favourably and report better adjustment in terms of higher job satisfaction, psychological well-being, and organizational commitment, and lower absenteeism and turnover intentions.     

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.     

Disaffected Pollyannas: The influence of positive affect on salary expectations,turnover, and long‐term satisfaction

Using a longitudinal sample of MBA graduates, the present study investigates why employees who are high in positive affect (PA) sometimes display higher rates of turnover, as well as the consequences of frequent turnover for long‐term satisfaction. Results show that high PA employees had higher salary expectations than other employees, and that the relationship between low salary and frequent turnover in the 4 years following graduation was stronger among employees higher in PA. High PA employees who changed organizations more frequently in the first 4 years following graduation reported lower job satisfaction and lower life satisfaction 8 years into their careers, a trend that was reversed for low PA employees.     

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.     

The Interactive Role of Negative Affectivity and Job Characteristics: Are High-NA Employees Destined to Be Unhappy at Work?1

The present study examined whether employees high in negative affectivity (NA) are destined to be unhappy at work. Managerial employees provided information regarding perceptions of job characteristics, negative affectivity (NA), job satisfaction, and intentions to turnover. Using hierarchical regression, our findings suggest that employees who reported being high NA were more reactive to the environmental cues of perceived job scope. Specifically, NA interacted with job scope such that individuals high in NA who perceived their jobs as being higher (lower) in scope reported more (less) job satisfaction than did individuals low in NA. Implications for organizations and future research directions are discussed.     

The Mediating Roles of Work–Family Conflict and Facilitation in the Relations Between Leisure Experience and Job/Life Satisfaction Among Employees in Shanghai Banking Industry

In this study, we explore whether the relationship between leisure experience and job/life satisfaction is mediated by work–family conflict and facilitation, and how these effect coefficients varied among different demographic groups of gender, marital status as well as parental status. With the survey data from 1706 employees in the Shanghai banking industry, we found work–family conflict and facilitation acted as mediators between leisure experience and job/life satisfaction. In all demographic groups, work–family conflict was negatively related with leisure experience and job/life satisfaction. Conversely, work–family facilitation was positively related with leisure experience and job/life satisfaction. Moreover, we found (1) compared with the case for males, the negative effect coefficient of work–family conflict on job satisfaction was significantly higher in female samples. (2) The positive effect coefficients of leisure experience on work–family facilitation was higher for married couples than for unmarried employees. (3) For employees who had children, the negative effect coefficient of leisure experience on work–family conflict as well as the positive effect coefficient of leisure experience on work–family facilitation were significantly higher than for employees who had no children. The results of this study suggest that employees in the banking industry would experience a lower level of work–family conflict and better maintain work–family facilitation by engaging in leisure pursuits with their family. The limitations of this study were discussed as well.     

Understanding the "personological" basis of employee withdrawal: the influence of affective disposition on employee tardiness, early departure, and absenteeism

This study investigated the impact of positive affectivity (PA) and negative affectivity (NA) on employee tardiness, early departure, and absenteeism, controlling for demographic, job-related, and environmental variables. The 3 temporary withdrawal measures were collected from organizational records in the 12 months following the survey. The LISREL analysis was based on a sample of 362 blue-collar employees from a multinational automotive manufacturer. The results indicate that individuals high in PA were associated with increased tardiness and early departure but decreased absenteeism. Individuals high in NA were associated with increased early departure. In terms of moderator effects, job satisfaction had a significant negative impact for individuals low in PA in predicting tardiness and early departure, whereas job satisfaction displayed a significant negative relationship with early departure for individuals high in NA. Implications of the findings are discussed.     

FURTHER EXPLORING THE RELATIONSHIP BETWEEN JOB SEARCH AND VOLUNTARY INDIVIDUAL TURNOVER

This study tested the usefulness of a new job search behavior measure to account for voluntary turnover beyond more frequently tested work attitude and withdrawal cognition variables. Using two samples, 339 registered nurses and 234 insurance company employees, three measures of job search were distinguished: preparatory job search behavior, active job search behavior, and general effort job search. Active job search behavior had a stronger relationship to voluntary turnover than preparatory job search behavior or general effort job search, and it accounted for significant additional turnover variance beyond work attitude and withdrawal cognition variables. Stronger results were found when unavoidable leavers were deleted from the turnover subsample.     

Job-content Perceptions, Performance–reward Expectancies, and Absenteeism among Low-wage Public-sector Clerical Employees

This study explored relations of job-content perceptions (i.e., skill variety and task significance), and performance–reward expectancies, with absenteeism among 134 low-wage public-sector clerical employees. Results indicated that those employees who perceived limited performance–reward expectancies (i.e., lower instrumentality), and who considered their jobs to be either higher on skill variety or task significance, were likely to be absent more often. Moreover, the link between skill variety and absenteeism was moderated by instrumentality in a manner suggesting that respondents may have utilized absenteeism as a means of compensating for perceived workplace contributions not extrinsically rewarded. These findings further suggest that employees in occupational settings for which performance-related extrinsic rewards are less available may not respond to favorable job-content perceptions in the positive manner generally predicted by job characteristics theory.     

Conscientiousness and reactions to psychological contract breach: a longitudinal field study

The authors examined the role of employee conscientiousness as a moderator of the relationships between psychological contract breach and employee behavioral and attitudinal reactions to the breach. They collected data from 106 newly hired employees within the 1st month of employment (Time 1), 3 months later (Time 2), and 8 months after Time 1 (Time 3) to observe the progression through contract development, breach, and reaction. Results suggest that conscientiousness is a significant moderator for 4 of the 5 contract breach-employee reaction relationships examined (turnover intentions, organizational loyalty, job satisfaction, and 1 of 2 facets of job performance). Specifically, employees who were lower in conscientiousness had more negative reactions to perceived breach with respect to turnover intentions, organizational loyalty, and job satisfaction. In contrast, employees who were higher in conscientiousness reduced their job performance to a greater degree in response to contract breach. Future research directions are discussed.     

Does home life interfere with or facilitate job performance?

The study examines whether home life influences inrole and extrarole job performance in positive or negative ways. We hypothesized that home resources would have a direct positive effect on job performance, and an indirect relationship through home–work facilitation (HWF). Home demands were predicted to negatively affect job performance through home–work interference (HWI). These hypotheses were tested on a sample of 190 male employees. In addition to employees' self-reports, wives rated their own home demands and resources (these were used as controls), and co-workers rated the men's HWI, HWF, and job performance. Results partially supported the hypotheses. Men's home demands and resources were related to self-rated HWI and HWF respectively, whereas co-worker ratings of HWI and HWF were associated with inrole and extrarole performance respectively. Men's home resources also had a direct relationship with inrole and extrarole performance. There was no convincing evidence that HWI and HWF acted as mediators in these relationships. Taken together, the positive influence of home life on job performance was stronger than the negative one.     

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。     

授权的测量及其与员工工作态度的关系

首先，对Spreitzer的授权量表在中国文化背景下的适用性进行了检验，3家企业395份调查问卷的探索性因素分析和内部一致性分析表明，授权量表具有较好的效度和信度；20家企业942份调查问卷的验证性因素分析和内部一致性分析进一步验证了授权量表的效度和信度，这表明Spreitzer的授权四维模型在中国得到了验证，其编制的授权量表在中国具有较强的适用性。然后，利用20家企业942份调查问卷的结果，采用结构方程模型技术对授权与员工满意度、组织承诺、离职意向与工作倦怠等员工工作态度变量之间的关系进行了交叉验证分析，结果表明，工作意义对员工满意度与组织承诺有正向的影响，对离职意向与工作倦怠有负向的影响；自主性对员工满意度与组织承诺有正向的影响；自我效能对组织承诺有正向的影响     

Employee attitudes toward job changes: An application and extension of Rusbult and Farrell's investment model

The present study applied and extended Rusbult and Farrell's (1983) investment model to investigate employees' attitudes toward different job changes, that is, changing job content, changing department, relocation, and voluntary turnover. Employees of three hospitals filled out a questionnaire (N=953; response rate 55%). The data generally supported the model. Employees who perceived a more favourable job rewards‐costs ratio reported greater satisfaction and affective commitment, and were less positive toward changing their present working situation. The same was true for employees who reported less job alternatives, more investments, and a larger continuance commitment. In addition, employees' expectations of the benefits and costs associated with job changes, weighed by their valence, were related to job change attitudes. Although the predictors' impact varied with job change, the results suggested that attitudes toward different, internal and external, job changes may have similar determinants. The theoretical and practical implications of these findings are discussed.     

The combined influence of affective, continuance and normative commitment on employee withdrawal

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.     

An Examination of the Impact of Supervisor on the Relationship Between Job Strains and Turnover Intention for Computer Workers

Numerous studies have found that individuals' levels of job strain are consistently and strongly related to turnover intention. The present study examined whether the supervisor—which is one of the most important interorganizational relationships that employees have—might buffer the strain/turnover-intention relationship. We employed the conservation of resources theory and proposed a number of hypotheses related to aspects of the supervisor–subordinate relationship moderating the strain–intention to turnover relationship. We tested these relationships using a sample of 231 employees, who were computer workers from a number of different organizations. Our results showed support for several hypothesized supervisor-related moderators.     

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.     

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.

     

Recherche de feedback et performance au travail : l’effet modérateur des orientations vers les objectifs

This paper examines the relationship between the search for positive and negative feedback and job performance, as rated by supervisors, as a function of employees’ goal orientations (learning, performance, and avoidance). Based on a study among 197 employees from various industries, the relationship between the search for positive feedback and job performance was found to be stronger and positive when either learning, performance, or avoidance goal orientation was high, revealing the effects consistently favorable of positive feedback. In contrast, the search for negative feedback exerted a negative effect on job performance among employees who held a high performance goal orientation. We discuss the implications of these findings for our understanding of the effects of feedback-seeking behavior on job performance.