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。     

中国雇员组织承诺特征之道德追溯

从现有文献的研究成果看,中国雇员特有的组织承诺特征可以总结为五点：一是从结构模型上的理想因子显现;二是情感承诺更加影响中国雇员的组织行为;三是承诺指向上级而非组织;四是离职动因注重在位能得到什么;五是集体主义与个人主义的冲突。通过对各个特征进行道德追溯,我们发现,“理想人格”解释了理想承诺,“仁”造就了中国雇员的情感承诺,“忠”的思想使承诺指向上级,离职动因在于“谨慎”思考,集体主义与个人主义的冲突改变了传统道德集体主义的提倡。     

家族企业雇员工作满意度对离职意愿和工作绩效的影响:关系身份的调节

本文根据雇员的"关系身份"特征,把家族企业的雇员分为家族内部员工和家族以外员工,然后通过对118个家族企业的3621个雇员的调查问卷的分析,论证了我国家族企业雇员的工作满意度对离职意愿和工作绩效的影响。我们的研究发现,工作满意度对离职意愿的影响在家族内部员工身上体现得并不明显,而在家族以外员工中却表现得非常明显。同样,工作满意度对工作绩效的影响在家族内部员工中表现得并不显著,而在家族以外员工中表现得非常显著。在这些关系中,"关系身份"有着调节效应。     

冲击事件对员工主动离职的影响

冲击事件(shocks)指激发员工主动离职心理决策过程的具体事件。国外学者主要从冲击事件各维度间的关系和各维度与离职路径的关系两个方面研究冲击事件对主动离职的影响, 实证研究表明冲击事件对员工主动离职有显著影响。针对现有研究的不足, 未来研究可以从明晰冲击事件, 优化研究方法, 细分研究对象, 加强冲击事件本土化研究等方面进行探索。     

离职问题研究综述

本文分三部分阐述离职研究。第一部分介绍离职内容理论,主要讨论影响离职的诸因素。第二部分介绍离职过程理论,侧重点在于探讨上述诸因素的交互作用关系。第三部分介绍组织意义的离职理论,即从组织与市场层面剖析离职。最后,作者提出了一个试图概括三部分离职理论的模型。     

情绪劳动工作人员心理授权与离职意向的关系：工作倦怠的中介作用

本研究目的是考察心理授权、工作倦怠和离职意向的关系。研究以某大型通讯企业呼叫中心的309名客服代表为研究对象,采用问卷调查方式对客服代表的心理授权、工作倦怠和离职意向进行调查。结构方程模型的结果显示,心理授权对离职意向有负向影响,工作倦怠对离职意向有正向影响。其中,心理授权先影响情绪衰竭,再影响玩世不恭,最后对离职意向起负向预测作用。研究结果支持了工作倦怠在心理授权和离职意向之间的中介作用。     

怎样成为一名好老板

老板和管理者要主动确定其与雇员之间应建立何种关系．还要为雇员的行为定好基调。如果老板对客户鲁莽无礼或者说三道四,那么雇员也会如此。如果老板对雇员与客户公平、尊重,这同样会在雇员身上得到体现。但是有许多老板并不知道自己应该遵守什么样的行为规范。以下10条准则对老板会有所帮助。     

高校辅导员离职意向的影响因素研究

高校辅导员是承担教育和管理工作的重要力量,但面临队伍不稳定问题。本研究探索影响辅导员产生离职意向的关键因素,并构建离职意向动因模型。先选取已离职和未离职辅导员共10名进行结构化访谈,并在编码分析的基础上,编制离职意向问卷,对200名辅导员做问卷调查。结果表明,影响辅导员离职意向的主要因素包括学校回报、人-职匹配、工作-家庭冲突、人际环境和工作压力五个方面,它们通过工作满意度的部分中介作用影响离职意向。     

组织认同与离职意向关系的元分析

本研究采用元分析方法探索了组织认同与离职意向的关系。通过文献搜索与筛选, 获得了59项研究和71个独立效应量, 共包含23180名被试。根据数据特点, 采用随机效应模型对两者关系进行了分析, 结果表明, 整体上组织认同与离职意向呈现高等程度的负相关(r = −0.453); 不同维度内容的组织认同测量工具、被试从事的行业类型对组织认同与离职意向的关系具有调节效应, 但不同认知结构的离职意向测量工具、文化背景的调节效应不显著。上述结果证明了组织认同对离职意向的影响作用, 同时, 也强调了科学研究中测量工具使用的科学性。     

情绪表现规则与医生离职倾向的中介调节因素研究

为理解医生的情绪工作要求导致离职倾向的影响机制,本研究以资源保存理论为基础提出一个工作负荷强化情绪表现规则导致工作倦怠并作用到离职倾向的被中介的调节效应模型。对1872名医生样本路径分析结果表明:医生的情绪表现规则和工作负荷都是通过情绪耗竭进而影响其离职倾向;同时,情绪表现规则与工作负荷对情绪耗竭的调节效应显著,并进一步影响到医生的离职倾向。基于这些发现,笔者讨论了理论及实践意义,并指出未来研究方向。     

Time to leave? The interaction of temporal focus and turnover intentions in explaining voluntary turnover behaviour

Although turnover intentions are the strongest predictors of voluntary turnover behaviours, many employees who express intentions to leave do not. To explain why some employees translate turnover intentions into behaviour and others do not, this study examines the moderating effect of temporal focus (i.e. the degree to which one thinks about the past, present and future) between turnover intentions and voluntary turnover, using the lens of theory of planned behaviour. Data were collected from 683 full-time employees in a range of organisations at three points in time. Results show that past temporal focus conditions the positive relationship between turnover intention and turnover, such that the relationship is stronger when past temporal focus is high. Future temporal focus has an opposite moderating effect, such that the relationship between turnover intention and turnover is weaker when future temporal focus is high. Results show no significant moderating effect of current temporal focus. Overall, temporal focus helps explain why some employees leave and others stay by conditioning the likelihood of translating turnover intentions into quitting. We speculate that a dominant, unspoken paradigm in turnover research is an assumption that individuals are current focused, yet our results suggest scholars should explicitly examine this assumption.     

A closer look at decisions to quit

Aspects of March and Simon’s (1958) subjective expected utility model and a prediction of Lee and Mitchell’s (1994) unfolding model of voluntary employee turnover were tested. A policy capturing simulation that varied high, moderate, and low levels of five job characteristics was used to model voluntary turnover decision processes for 532 nurses. Survey measures of these job characteristics obtained over the next 2 years were multiplied by weights derived from nurse simulations to yield turnover likelihood estimates. These estimates exhibited 80%, 127%, and 190% more predictive power (depending on turnover operationalization) than post-employment survey estimates of turnover intention, job satisfaction, and job availability. Groups of nurses with homogeneous voluntary turnover decision models were also identified, though no groups with homogeneous job perceptions were observed. Evidence suggested nurses responded to “shocks” as predicted. March and Simon’s model of voluntary turnover was supported and implications drawn for managing voluntary nursing turnover.     

Does a corresponding set of variables for explaining voluntary organizational turnover transfer to explaining voluntary occupational turnover?

This study proposed and tested corresponding sets of variables for explaining voluntary organizational versus occupational turnover for a sample of medical technologists. This study is believed to be the first test of the Rhodes and Doering (1983) occupational change model using occupational turnover data. Results showed that corresponding job (occupational) satisfaction and intent to leave organization (occupation) variables were each significant for explaining subsequent organization (occupation) turnover. Job insecurity was found to be a significant correlate for organizational turnover while work exhaustion was found to be a significant correlate for occupational turnover. Study limitations and directions for future research are discussed.     

Career adaptability, turnover and loyalty during organizational downsizing

During organizational restructuring and downsizing, employees often worry about being redundant, actually are redundant, and/or feel unsatisfied with their jobs. Employees, in turn, often react with poor loyalty to and high voluntary exit from the organization. The current study addresses this process from a careers' perspective, showing that career adaptability in the form of employees' career exploration and planning can account for at least some of these relationships. Redundancy fostered employees' career adaptive behaviors while job insecurity inhibited their career planning. Career planning, in turn, positively predicted employees' loyalty to the organization five months later while career exploration negatively predicted employees' loyalty, and positively predicted employees' exit reactions in the form of turnover intentions, job-search behaviors, and actual turnover. Implications and directions for future research are discussed.     

Antecedents and outcomes of organizational support for development: the critical role of career opportunities

This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between organizational support for development and employee performance and turnover. Using a sample of 264 exempt-level employees and their supervisors, we found that participation in training classes, leader-member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development. We also found support for the moderator hypotheses. Specifically, development support positively related to job performance, but only when perceived career opportunity within the organization was high. Further, development support was associated with reduced voluntary turnover when perceived career opportunity was high, but it was associated with increased turnover when perceived career opportunity was low. Our study demonstrates that social exchange and career motivation theory work together to explain when and how employees' perceptions of organizational support for development relate to turnover and job performance.     

The Psychology of Voluntary Employee Turnover

ABSTRACT— Most research on voluntary turnover has focused on dissatisfaction-induced and rational decisionmaking processes, with some attention paid to external market influences. This focus leaves unexplained a large portion of the variance in why people choose to quit a job. Recently, however, researchers are considering the alternative ways that the turnover process is enacted, as well as what businesses can do to prevent turnover.     

生涯适应力和员工离职意向的关系：职业生涯成功的作用

为了探讨生涯适应力对员工离职意向的作用机制,通过分析193名企业员工的问卷,采用Bootstrap法进行中介和调节分析,并采用Johnson-Neyman 法对职业满意度的调节效应进行量化分析。结果表明：（1）生涯适应力通过感知到的组织内职业竞争力负向作用离职意向,通过感知到的组织外职业竞争力正向作用离职意向;（2）职业满意度（主观生涯适应力）调节生涯适应力对离职意向的直接和间接影响。当职业满意度达到中等及以上水平时,生涯适应力的增大会直接减少离职意向,但间接的通过感知到的组织外职业竞争力增加离职意向。因此,提高员工的生涯适应力和职业满意度只能在一定程度上减少离职意向。     

四类不同心理契约关系的比较研究

根据企业对自己义务履行程度和员工对自己义务履行程度的不同,将员工的心理契约分成四种类型,两种情况。不同的情况下,员工的组织公民行为、离职倾向和对高层的信任存在显著差异。