Voluntary Retirement and Organizational Turnover Intentions: The Differential Associations with Work and Non-Work Commitment Constructs

The relationships of voluntary retirement and organizational turnover intentions to various commitment constructs in work and non-work settings were examined using a sample of 345 employees near retirement age (mean age = 53.71). The results demonstrated that work centrality and commitment to leisure activities were unique predictors of retirement intentions, while affective organizational commitment predicted turnover intentions but not retirement. Occupational commitment was a significant predictor of both retirement and turnover. The implications for revising the definition of work-role attachment theory and further developing a theoretical model to explain retirement decisions are also discussed.

Re-examining the relationship between age and voluntary turnover

In their quantitative review of the literature, Healy, Lehman, and McDaniel [Healy, M. C., Lehman, M., & McDaniel, M. A. (1995). Age and voluntary turnover: A quantitative review. Personnel Psychology, 48, 335–345] concluded that age is only weakly related to voluntary turnover (average r = −.08).However, with the significant changes in mobility patterns among employees over the last two decades, the strength of the age–turnover relationship may have changed as well. In a meta-analysis of studies published between 1990 and 2008 (49 studies, N = 71,053), we found that the age–voluntary turnover relationship was in fact stronger (−.14) than what Healy et al. (1995) found. In addition, moderator tests revealed that race, tenure, and education level help explain differences in effect sizes across studies linking age to turnover. That is, the age–turnover relationship is stronger when there are more racial minorities in the sample (−.16), when organizational tenure is higher (−.18), and when education level is lower (−.20). In addition, the relationship is strongest when the timeframe for measuring turnover behavior is 1–2 years and when the research is conducted with U.S. samples.     

Person–organization (culture) fit and employee commitment under conditions of organizational change: A longitudinal study

This longitudinal study examines how person–organization fit, operationalized as congruence between perceived and preferred organizational culture, relates to employees’ affective commitment and intention to stay with an organization during the early stages of a strategic organizational change. Employees in a large energy company completed surveys before (N = 687) and after (N = 627) the change. We measured perceptions and preferences with regard to four components of organizational culture (human relations, open systems, internal process, and rational goal) derived from the Competing Values Model (Quinn, 1988), as well as affective commitment to the organization and intention to stay. Using polynomial regression and response surface analyses, we found that both perceived culture and culture fit related positively with the criterion variables within and across time. The strongest evidence for relations involving fit was obtained for those components of culture specifically targeted for change. Implications for future research and the management of organizational change are discussed.     

Is family-to-work interference related to co-workers' work outcomes?

Previous studies have convincingly shown that employees' family lives can affect their work outcomes. We investigate whether family-to-work interference (FWI) experienced by the employee also affects the work outcomes of a co-worker. We predict that the employee's FWI has an effect on the co-worker's outcomes through the crossover of positive and negative work attitudes. Using a sample of 1430 co-worker dyads, we found that the employee's FWI had a positive relationship with the co-worker's sickness absence through the crossover of feelings of burnout. Similarly, employee FWI was positively related to co-worker turnover intention through the crossover of (reduced) work engagement. The results show that family matters at work, affecting not only employee but also co-worker work outcomes.     

The relation of career adaptability to satisfaction and turnover intentions

The objective of this study is to investigate the linkage between career adaptability (CA), turnover intentions (TI), and career satisfaction (CS). It also examines the factor structure and psychometric properties of the Career Adapt-Abilities Scale (CAAS) for low-ranking employees. The findings provide further support for the incremental validity of the CAAS. CA positively predicted CS and negatively predicted TI of low-ranking employees. CS is negatively related to TI, and it mediated the association between CA and TI. CA does not mediate the relation between CS and TI. Overall, a deeper understanding of the linkage between CA and TI can help us to find ways to assist employees to navigate the increasingly complex career path, thereby preventing TI.     

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.     

Is the past prologue for some more than others? The hobo syndrome and job complexity

The current study examines the relationship between an individual's history of changing jobs and future turnover (the so-called “hobo syndrome”). Relying on self-consistency theory, it was hypothesized that the relationship between job mobility history and turnover is moderated by job complexity. Using a sample of 393 employees from two healthcare organizations, multiple methods were used to assess the variables of interest. Job mobility history was assessed with a biodata questionnaire collected before employees were hired. Job complexity was measured objectively by a job complexity index calculated from O*NET data. Turnover was assessed with actual turnover data collected over an 18-month post-hire period. Consistent with our hypothesis, results using event history analyses revealed that previous job changes were positively related to turnover likelihood. Additionally, job complexity moderated the relationship between previous job changes and turnover likelihood, such that previous job changes were more positively related to turnover in complex jobs. Implications for future research and practice are discussed.     

Enhancing precision in the prediction of voluntary turnover and retirement

The present research examines the differential validity of the facets of organizational commitment and job embeddedness to predict who will reenlist or retire from a branch of the armed services. We tested hypotheses with survey data from 1839 enlisted personnel in the U.S. Air Force. For personnel facing the decision to reenlist or separate, continuance commitment and organizational job embeddedness predicted reenlistment. For those eligible to retire, affective and normative commitment as well as organizational job embeddedness predicted who would reenlist rather than retire. However, unlike previous studies, for both criteria (reenlistment and retirement), people who were more embedded in their communities were more likely to voluntarily leave. This finding identifies an important boundary condition for job embeddedness theory.     

Embedding social networks: How guanxi ties reinforce Chinese employees’ retention

Going beyond traditional inquiry into social support from local organizational constituents, this project examined how diverse resources from mutually affiliated contacts within and beyond local work environs boost propensity to stay in firms. We deployed Burt’s (1992) name generator and network closure index to more fully assess guanxi networks in China, which comprise strong, dense, and multiplex ties. Specifically, we tested how closed guanxi networks promote job loyalty among Chinese nationals, while investigating how high-commitment human resource management (HRM) systems moderate network effects. We collected egonet data from 417 employees in four high tech firms in China. Hierarchical linear modeling revealed that guanxi network closure increases propensity to stay, whose effects high-commitment HRM reinforce.     

Relationships between organizational justice, identification with organization and work unit, and group-related outcomes

This research examined the differential antecedents and consequences of organizational identification and work-unit identification. Specifically, we hypothesized that organization-focused procedural justice and distributive justice would be positively related to organizational identification, whereas supervisor-focused interactional justice would be positively related to work-unit identification. A further hypothesis was that organizational identification would relate to organization-focused outcomes (turnover intentions and extra-role behavior toward the organization), and work-unit identification to work-unit-focused outcomes (extra-role behavior toward the work unit). Our results from a sample of 160 employees of a research institution supported these hypotheses. In addition, we found some evidence that organizational identification and work-unit identification differentially mediated the relationships between organization-focused and supervisor-focused justice, and organization-focused and work-unit-focused outcomes. We discuss our findings in terms of their implications for social-identity research on organizational identification, and for research on organizational justice.