Citizenship and Withdrawal in the Workplace: Relationship Between Organizational Citizenship Behavior,Intention to Leave Current Job and Intention to Leave the Organization

ABSTRACT

This study investigates the relationship between organizational citizenship behavior (OCB) and employee intention to leave the organization and current job using a sample of French employees. A survey was sent to 1,200 alumni of a business school in France. Participation in the study was voluntary. The participants were 355 working adults with French citizenship. This paper provides several interesting findings. While no relationship was found between altruism and intention to leave both the organization and the current job, sportsmanship, civic virtue and helping others emerged as the strongest predictors of intention to leave the organization and intention to leave the current job. Results are discussed.     

Authentic leadership,psychological capital,job satisfaction and intention to leave in state-owned enterprises

This study investigated the relations among authentic leadership, psychological capital, job satisfaction and intention to leave within state-owned enterprises in Namibia. Participants were a convenience sample of 452 employees (females?=?49.6%, mean age?=?37.36, SD?=?8.57) state-owned enterprises in Namibia. They completed the Authentic Leadership Questionnaire, Psychological Capital Questionnaire, Job Satisfaction Questionnaire and Turnover Intention Scale. Structural equation modelling was utilised to investigate the relations among authentic leadership, psychological capital, job satisfaction and intention to leave. The findings indicated that authentic leadership was positively associated with psychological capital (i.e. experiences of hope, optimism, self-efficacy and resilience) and job satisfaction. Authentic leadership affected job satisfaction indirectly via psychological capital. Psychological capital had a medium to large indirect effect on employees' intentions to leave. The findings suggest that authentic leadership and psychological capital explain job satisfaction and retention of employees in state-owned enterprises.     

Supervisor support,flourishing, and intention to leave in a higher education setting

This study investigated the relationship between supervisor support, flourishing at work, and intention to leave in a South African higher education setting. Participants comprised a convenience sample of 339 academic employees from three universities of technology. They completed the Supervisor Behaviour Scale (SBS), Flourishing-at-Work Scale (Short Form: FAWS-SF), and the Turnover Intention Scale (TIS). The results showed that supervisor support (autonomy, competence, and relatedness of employees) predicted employees’ flourishing at work. Higher supervisor support was associated with lower intention to leave. Employees with work flourishing were less likely to report intention to leave.     

Identification as an organizational anchor: how identification and job satisfaction combine to predict turnover intention

The article examines the role of organizational identification and job satisfaction in relation to turnover intentions in seven organizations. Two models are proposed in which either job satisfaction or organizational identification was treated as a mediator of the other's relationship with turnover intention. The organizations varied in terms of culture (Japan vs. UK), and institutional domain (academic, business, health, mail, legal). Within each organization, and meta‐analytically combined across the seven samples (N = 1392), organizational identification mediated the relationship between job satisfaction and turnover intention more than job satisfaction mediated the relationship between organizational identification, and turnover intention. Organizational identification also had the larger overall relationship with turnover intention. This pattern remained true when gender, age, type of organization, culture, and length of tenure were accounted for, although the direct relationship between job satisfaction and turnover intention was stronger in private than public organizations and when the ratio of men was higher. The findings are consistent with a social identity theory (SIT) perspective and with the idea that identification is a more proximal predictor of turnover intention. Over and above job satisfaction, organizational identification offers a strong psychological anchor that discourages turnover intention in a range of organizational contexts. Copyright © 2008 John Wiley & Sons, Ltd.     

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.     

How perceived interpersonal justice relates to job burnout and intention to leave: The role of leader–member exchange and cognition‐based trust in leaders

Intense competition among companies makes it particularly important for organizations to retain talented and skilled employees to maintain their competitive advantage. This study examines the linkage between employees' perceptions of the interpersonal justice demonstrated by their leaders and consequent job burnout resulting in turnover intention by focusing on the mediating role of leader–member exchange (LMX) as well as the moderating role of employees' cognition‐based trust in their leaders. Data were obtained from 158 MBA students attending a large university in South Korea. Using structural equation modelling, we examined an integrative model that combines interpersonal justice, LMX, job burnout, and turnover intention. The results reveal that (a) LMX partially mediates the relationships between interpersonal justice and job burnout and (b) employees' cognition‐based trust in their leaders moderates the relationship between LMX and job burnout. By examining the mediating role of LMX as well as the moderating role of cognition‐based trust in the relationship between perceived interpersonal justice and employee job burnout, this study (1) provides a comprehensive explanation of employee job burnout and (2) outlines the implications for job burnout research and practice.     

Linking employees' justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support

Building on the social exchange perspective and organizational support theory, this study examined the relationships among employees' justice perceptions, perceived organizational support (POS), organizational commitment and intention to leave. A hypothesized model was developed and tested using hierarchical regression analyses on a sample of 514 practising solicitors in Hong Kong. The results showed that both procedural and distributive justice contributed to the development of POS, and POS mediated their effects on organizational commitment and intention to leave. As expected, organizational commitment was negatively related to intention to leave. Additional analyses revealed that these relationships held for both partners and non‐partners in law firms.     

Pronostic de l’intention de départ chez les sapeurs-pompiers volontaires en France

The fire departments in France currently experience a growing need in volunteer stuff. At the same time the turnover rate among volunteers remains high. Intention to leave was mainly examined on the population of permanent workers, while the antecedents of intention to leave among volunteers are still undervalued. We suggest the existence of specific effects different from those previously coined out in standard organisational settings. Thus, the present study seeks to identify first- and second-order factors of intention to leave among volunteer fire-fighters. The literature review leads us to the proposition of three conceptual models that vary in terms of main mediators. Either job satisfaction, or organisational commitment, or both of them are envisaged as having the main mediating effect in the model. One hundred and thirty-nine volunteer fire-fighters returned completed questionnaires. The data was further analysed via path analysis in LISREL 8.80. The results partly confirm the model, according to which job satisfaction mediates the effects of organisational commitment, job involvement, perceived organisational support and motivation. Two variables – satisfaction with supervisors and length of service – are identified as main predictors of intention to leave. Job involvement and perceived organisational support are confirmed as second-order mediators of the effects exercised onto turnover intention by affective and normative commitment, satisfaction with colleagues and work, as well as intrinsic and extrinsic motivation. The results also indicate the necessity to examine the role of different dimensions of organisational attitudinal variables independently. Thus, the most salient dimension of satisfaction refers to the relationship with supervisors. As regards organisational commitment, its calculate dimension appears to have no significant effects at all; while affective one is characterised by a weak effect on intention to leave contrary to the results previously reported. The only individual variable having a significant effect on intention to leave is the volunteer fire-fighter's length of service. We conclude that instead of seeking to identify the appropriate selection criteria helping to reduce the existing turnover rate among volunteer fire-fighters, it is time to focus further research on the practices of organisational socialisation in order to reduce the current level of turnover. The main conclusion of the study emphasises the role the attitudes towards organisation plays in the decision of a volunteer fire-fighter to resign.     

L’effet du sens du travail sur l’intention de quitter des personnels soignants en EHPAD. Quel impact de la satisfaction au travail et de la charge de travail ?

The aim of this study was to explore the relationships between the meaning of work and the intention to leave, job satisfaction and workload in a pre-pandemic context. In a population highly affected by turnover problems, care assistants working in French EHPAD (n = 125) completed a self-administered online questionnaire. The results of the study show a significant link between the variables mentioned above. Job satisfaction exerts a mediating effect between the meaning of work and the intention to leave. This mediation is not found for workload. This study highlights the interest of working on the meaning of work as a possible lever against the intention to leave.     

Impact of the effort–reward imbalance model on intent to leave among Belgian health care workers: A prospective study

The aim of this study was to analyse the impact of the effort–reward imbalance (ERI) model on intent to leave the current organization (ITL organization) and intent to leave the nursing profession (ITL profession) in a prospective way. A total of 1,531 health care workers who remained in their job filled in a self‐administered questionnaire at baseline and 1 year later. ERI was measured at baseline by a 23‐item questionnaire. Multivariate logistic regression analyses were performed. Within a population with low intent to leave at baseline, we found that an imbalance between high efforts and low rewards (extrinsic hypothesis) increased the risk of high ITL organization (OR 4.98; 95% CI 2.07–11.97) and high ITL profession (OR 1.84; 95% CI 1.03–3.30), 1 year later. A high level of overcommitment (OC; intrinsic hypothesis) was not predictive for both intent to leave outcome variables, neither was the interaction between high efforts/low rewards and a high level of OC (interaction hypothesis). Our results showed that a perceived effort‐reward imbalance (ERI) at work is a significant predictor of intent to leave among health care workers. This contribution concludes with some directions aimed at boosting nurses' retention and recommendations for future research.     

Intention to Migrate,Job Opportunities and Aspiration for Better Pay: An Information Integration Approach

This study examines (a) the relationship between intention to migrate, aspiration for better pay, and job opportunities in host countries in samples of Portuguese and French adolescents, and young French adults; and (b) the relationship between intention to return to country of origin, pay and job opportunities in Portuguese migrant workers living in France. In the two Portuguese groups, the model that best accounts for intentional processes is multiplicative. This finding partially explains why a minimal change in one of the two parameters can have repercussions that are apparently disproportional with this change. In the two French groups, the models that best account for intentional processes are the additive model (for young adults) and a unifactorial model (in adolescents). The discussion centres on possible links between these cross-cultural differences and recent findings on the effect of task difficulty and perceived stakes on integration rules.     

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.     

Bus drivers' exposure to bullying at work: an occupation-specific approach

The present study employs an occupation-specific approach to examine bus drivers' exposure to bullying and their trait anger, job engagement, job satisfaction and turnover intentions. A total of 1,023 bus drivers from a large public transport organization participated in the study. The findings show that bus driving can be a high risk occupation with regard to bullying, since 70% of the bus drivers had experienced one or more acts typical of bullying during the last six months. As many as 11% defined themselves as victims of bullying, 33% of whom (i.e. 3.6% of the total sample) see themselves as victims of frequent bullying. Colleagues were most frequently reported as perpetrators. Exposure to bullying was negatively related to job engagement and job satisfaction and positively related to turnover intentions. Job engagement and job satisfaction mediated the relationship between bullying and intention to leave, respectively. Trait anger had an interaction effect on the relationship between bullying and turnover intentions. This study indicates that workplace bullying has context-specific aspects that require increased use of context-specific policies and intervention methods.     

Person-environment fit,job satisfaction and intentions to leave: The moderating effect of leader empowering behaviour

This study sought to determine the possible indirect effect of person-environment (PE) fit on intentions to leave via job satisfaction and the moderating effect of leader empowering behaviour on job satisfaction and intentions to leave the work organisation. Participants were 398 employees working for a retail company in Gauteng Province, South Africa (females = 68.6 %, blacks = 58 %; managerial = 5.8 %; age range = under 20 to 60 years +). They completed the Perceived Fit Scale, Job Satisfaction Scale, Turnover Intentions Scale, and the Leader Empowering Behaviour Questionnaire. Statistical mediation analysis (of PE on JS and IL), and moderation analysis (of LEB on JS and IL) were conducted. Results indicated that PE fit has an indirect effect on intentions to leave via job satisfaction. Leader empowering behaviour moderated the relationship between job satisfaction and intentions to leave. Low PE fit leads to job dissatisfaction and intentions to leave, therefore leaders should instil a sense of empowerment in employees to alleviate the impact of poor fit.     

The role of job resources in the relation between perceived employability and turnover intention: A prospective two-sample study

We hypothesize that the relationship between perceived employability (PE) and turnover intention is stronger when job resources (job control, social support from the supervisor and colleagues) are low. Results from a prospective study one year apart were similar in samples of Finnish university (N = 1314) and hospital workers (N = 308). The interaction between PE and job control related significantly to turnover intention at Time 2 in both samples, and in the hospital sample also when controlling for turnover intention at Time 1: PE related positively to turnover intention when job control was low. Furthermore, PE at Time 1 was not significantly related and job resources at Time 1 were negatively related to turnover intention at Time 2. For social support from colleagues in particular, this relationship held when controlling for Time 1 turnover intention. Thus, PE does not present a risk of turnover intention, unless job control is low.     

Consequences of job insecurity. The moderator role of organizational support from a multilevel perspective

Job insecurity is one of the main stressors for many employees. Hence, it is important to identify factors that can ameliorate its detrimental effects. In this respect, the present study examines the moderator role of organizational support, understood as a contextual factor in the relationship between job insecurity and its consequences. The sample comprised 859 employees from 42 Spanish organizations. Results showed that organizational support modulated the relationship between job insecurity and employees' reactions (i.e., job satisfaction, psychological health and intention to leave the organization). These results reveal the need to consider contextual factors such as organizational support in the study and intervention of job insecurity.     

Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed.     

Longitudinal Examination of the Relationship Between Supplies–Values Fit and Work Outcomes

This study focuses on the robustness of the relationship between supplies–values (S–V) fit and work outcomes. Specifically, the functional form that best describes the relationships of three different dimensions of S–V fit (i.e. intrinsic work aspects, extrinsic work aspects, and social relations at work) with job satisfaction, intention to leave the organisation and psychological well‐being was investigated using the moderated regression technique proposed by Edwards (1991, 1994). This study extends previous research by examining the stability of these relationships across two occasions, separated by a period of four years. Results showed that the functional form of the relationship of S–V fit with work outcomes differed by the S–V fit dimension and the work outcome under investigation. However, the functional form of each of these relationships on the first occasion was almost identical to the form of the relationships on the second occasion. Additionally, results showed that all three S–V fit dimensions affected job satisfaction and intention to leave, but had only a weak effect on psychological well‐being. The organisational supplies component, as well as its quadratic term in particular, had a large influence on job satisfaction and intention to leave. Implications for future research in the P–O fit area are discussed.     

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。     

Occupational well-being as a mediator between job insecurity and turnover intention: Findings at the individual and work department levels

This study examined the relationship between job insecurity and turnover intention by applying occupational well-being (exhaustion, vigour) as a mediator. The study was inspired by two theories: the conservation of resources and emotional contagion theories. We investigated the relationships at the individual and work department levels by utilizing Multi-Level Structural Equation Modeling (ML-SEM) with the aim of clarifying whether the mediating mechanism was similar at both levels. In addition, we examined the relationships across the levels (cross-level interactions). Self-report data for the study were obtained from Finnish University staff (N = 2137 individual respondents from 78 work departments). The analyses resulted in three main findings. First, job insecurity, turnover intention, and occupational well-being were found, to some extent (2–6%), to be shared experiences within work departments. Second, we found that low occupational well-being (high exhaustion, low vigour) partly mediated the relationship between job insecurity and turnover intention at both levels of analysis. Third, the results on cross-level interactions revealed that the lower the level of well-being at the work department level, the stronger the negative effect of job insecurity on well-being at the individual level. Thus, if poor well-being characterizes the work department, this may strengthen the negative relationship between job insecurity and well-being at the individual level.