The influence of career stage on the work attitudes of male and female accounting professionals

The present study compared work commitments, overall job satisfaction, intrinsic and extrinsic rewards satisfactions, and organizational and professional turnover intentions of 718 male and female accounting professionals at different career stages. Career stage was measured by professional tenure. The results indicate that there are some differences in work attitudes across career stages for male accounting professionals. Job involvement, organizational commitment, and intrinsic and extrinsic rewards satisfaction are positively related to professional tenure. Organizational turnover intentions are negatively related to professional tenure for male accounting professionals. There are no significant differences in work attitudes across career stages for female accounting professionals. An examination of reasons for differences in work attitude patterns between male and female accountants suggests the need for research to determine whether later career stages (advancement and maintenance) differ for men and women. The results also suggest that future research should consider defining career stage in terms of the overlap between stages defined using alternate career stage measures.     

Underemployment,job attitudes,and turnover intentions

We surveyed three distinct samples of employees (Ns of 238, 102, and 981) in order to examine relations among various types of underemployment, job satisfaction, organizational commitment, and turnover intentions. Each dimension of underemployment is explored as a case of poor person‐job fit, and the fit literature is used to produce hypotheses about these relations. We also developed and validated the 9‐item Scale of Perceived Overqualification (SPOQ) to tap employee perceptions of surplus education, experience, and KSAs (knowledge, skills, and abilities). In general, perceptions of underemployment were associated with poor job satisfaction, particularly for facets with a direct causal relationship with the specific dimension of underemployment, such as overqualification and satisfaction with work. Perceived overqualification was also related to lower affective commitment, and higher intentions to turnover. For part‐time work, negative attitudes were only found when employees expressed a preference for full‐time work; a similar trend was not found for temporary workers, however. Implications for theory, research, and practice are delineated. Copyright © 2006 John Wiley & Sons, Ltd.     

Relationships between psychological climate perceptions and work outcomes: a meta‐analytic review

In this study, meta‐analytic procedures were used to examine the relationships between individual‐level (psychological) climate perceptions and work outcomes such as employee attitudes, psychological well‐being, motivation, and performance. Our review of the literature generated 121 independent samples in which climate perceptions were measured and analyzed at the individual level. These studies document considerable confusion regarding the constructs of psychological climate, organizational climate, and organizational culture and reveal a need for researchers to use terminology that is consistent with their level of measurement, theory, and analysis. Our meta‐analytic findings indicate that psychological climate, operationalized as individuals' perceptions of their work environment, does have significant relationships with individuals' work attitudes, motivation, and performance. Structural equation modeling analyses of the meta‐analytic correlation matrix indicated that the relationships of psychological climate with employee motivation and performance are fully mediated by employees' work attitudes. We also found that the James and James ( 1989 ) PC_g model could be extended to predict the impact of work environment perceptions on employee attitudes, motivation, and performance. Despite the number of published individual‐level climate studies that we found, there is a need for more research using standardized measures so as to enable analyses of the organizational and contextual factors that might moderate the effects of psychological climate perceptions. Finally, we argue for a molar theory of psychological climate that is rooted in the psychological processes by which individuals make meaning or their work experiences. Copyright © 2003 John Wiley & Sons, Ltd.     

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and conduct two studies observing what happens when leaders signal employees that knowledge hiding (KH) is practiced, tolerated, and expected. Social learning theory provides the basis for predicting that LSKH encourages subordinates to hide knowledge, even though they suffer from negative job attitudes in reaction. In Study 1, data measured at two time points (N = 1,162) shows that LSKH positively predicts KH among subordinates. The KH dimensions of evasive hiding and playing dumb (but not rationalized hiding) negatively relate to job satisfaction and positively affect turnover intentions. Study 2 (N = 1,169) replicates these results with cross‐sectional data. Moreover, Study 2 demonstrates that evasive hiding and playing dumb negatively affect empowerment, whereas rationalized hiding has a positive effect. Both studies reveal that subordinates will show less KH when they work under leaders who avoid LSKH and in turn have more job satisfaction, feel more empowered, and harbor fewer turnover intentions. The results in this study provide important practical implications for knowledge management activities.     

Of discovery and dread: The importance of work challenges for international business travelers' thriving and global role turnover intentions

As frequent travel across international borders has become common for an ever-increasing number of workers, it is essential to understand what helps these international business travelers (IBTs) thrive and embrace their global work responsibilities. This study's purpose is to examine the role of developmental opportunities (i.e., work role challenges) in helping IBTs see frequent travel as a predominantly beneficial experience. By integrating two theories of motivation—conservation of resources theory and the challenge-hindrance demands framework—I build a moderated mediation model of IBTs' intent to cease their global work responsibilities (i.e., global role turnover intentions). Using latent moderated structural equation modeling, I test the model on a sample of 204 IBTs collected at two time points. Results show that, through the psychological state of thriving at work, travel frequency has a negative indirect association with IBTs' global role turnover intentions when IBTs' work roles are challenging and a positive association when their work lacks challenge. This is primarily the case regarding the challenge of being responsible for others at work. The novelty of IBTs' work tasks is also a salient challenge but to a lesser extent. This study contributes to literatures on global work, work role design, and thriving.     

Organizational embeddedness,turnover intentions,and voluntary turnover: The moderating effects of employee demographic characteristics and value orientations

To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full‐time employees at three points in time over a 12‐month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover. Copyright © 2014 John Wiley & Sons, Ltd.     

Supervisor behaviors,role stressors and uncertainty as predictors of personal outcomes for subordinates

Among employees of comparable organizations in the United States and New Zealand, role stressors (ambiguity and conflict), along with effort-to-performance uncertainty, performance-to-outcome uncertainty and doubt about acceptance by one's supervisor, generally predicted job satisfaction, psychological strain and turnover intentions. Path analyses of three alternative theoretical models highlighted the importance of job satisfaction as a mediator of the effects of role stressors and uncertainty on strain and turnover intentions. Role stressors contributed separately and via uncertainty to all three outcome measures, but subordinate perceptions of supervisor behaviors added little independent predictive power, once the role stressors and uncertainty were accounted for. These findings support the hypothesis that supervisors can influence the degree of role stress and uncertainty which their subordinates experience, which in turn may affect levels of satisfaction, strain and turnover intentions.     

Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model

Data obtained from full‐time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually‐ and organizationally‐oriented dimensions of citizenship behavior. Copyright © 2002 John Wiley & Sons, Ltd.     

Alive and creating: the mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement

Individual involvement in creative work is of crucial importance for organizations in a knowledge‐based economy. This study examined how psychological safety induces feelings of vitality and how feelings of vitality impact one's involvement in creative work. We examined these relationships among 128 part‐time graduate students who held managerial and non‐managerial position in their work organizations. The results suggest that employees' sense of psychological safety is significantly associated with feelings of vitality (both collected at time 1), which, in turn, result in involvement in creative work (collected at time 2). We discuss the implications of these findings for both theory and practice. Copyright © 2008 John Wiley & Sons, Ltd.     

Antecedents and consequences of collective psychological ownership: The validation of a conceptual model

We investigate team member feelings of collective psychological ownership (CPO) over teamwork products, the psychological paths that lead to it, and its impact on team workers' evaluations of team effectiveness, turnover intentions, and intentions to champion teamwork products. We focus on the teamwork product as an important target of ownership feelings, building on theories of self-extension, psychological ownership, and team emergent states. In Study 1, we validate measures for three ownership activating experiences (OAE) that have been proposed as paths to CPO (control over, intimate knowledge regarding, and investment in the teamwork product) using two samples of individual team workers (n = 210 and n = 140). In Study 2 (n = 183) and Study 3 (n = 200), we use surveys and a multiwave design to show that team workers' feelings of CPO mediate the relationship between investment in and intimate knowledge regarding the product and team effectiveness evaluations, team turnover intentions, and intentions to champion the work product. In Study 4 (n = 48 teams), CPO was predicted by the ownership activating experiences, at the team level. This research additionally highlights the benefits to organizations of creating conditions for the emergence of employee feelings of shared ownership over teamwork products.     

Work status and organizational citizenship behavior: a field study of restaurant employees

This survey‐based field study of 257 service employees developed and tested a model of differences in the organizational citizenship behavior of full‐time and part‐time employees based on social exchange theory. Questionnaire data from matched pairs of employees and their supervisors demonstrated that part‐time employees exhibited less helping organizational citizenship behavior than full‐time employees, but there was no difference in their voice behavior. We also predicted that both preferred work status (an individual factor) and organizational culture (a contextual factor) would moderate the relationships between work status and citizenship. For helping, results demonstrated that preferred status mattered more to part‐time workers than to full‐time. For voice, preferred work status was equally important to part‐time and full‐time workers, such that voice was high only when actual status matched preferred status. Contrary to our expectations, work status made more of a difference in both helping and voice in less bureaucratic organizations. We discuss the implications of work status for social exchange relationships, differences in the social exchange costs and benefits of helping compared to voice, and ramifications of our findings for future research. Copyright © 2001 John Wiley & Sons, Ltd.     

Attributional conflict between managers and subordinates: An investigation of leader-member exchange effects

The present study investigated the discrepancies, or conflict, between the attributions of leaders and members as a function of LMX quality and explored the relation between attributional conflict and subordinate job satisfaction, perceptions of equity, and turnover intentions. Data for the study were provided by 141 supervisor-subordinate dyads from the managerial ranks of a large manufacturing organization. Both parties of the dyad made attributions for subordinate loyalty, affect, and contributions, member behaviors identified as critical in previous LMX research. Limited support emerged for the hypothesis that attributional conflict would be greater in dyads where subordinates reported lower rather than higher LMX quality. Findings suggested that attributional discrepencies are due, in part, to the tendency of leaders to make more favorable attributions for subordinates reporting higher LMX quality than for subordinates reporting lower LMX quality. Results also revealed that, while attributional conflict was negatively related to subordinate satisfaction and perceptions of equity and positively related to turnover intentions, attributional conflict did not predict subordinate work outcomes when the effects of LMX quality were controlled. Implications of these findings were discussed.     

Predicting road safety behavior with implicit attitudes and the Theory of Planned Behavior

Introduction The Theory of Planned Behavior (TPB) is one of the most widely used psychological models when it comes to explaining road safety behaviors. Recently, studies have also been conducted from the perspective of dual-process models. However, the present is the first study on road safety behaviors that integrates both perspectives. The study evaluates the roles of both implicit attitudes and TPB constructs in the prediction of seatbelt use. Method A sample of 100 drivers completed: (1) a self-reporting instrument on seatbelt use, (2) a questionnaire addressing TPB constructs, (3) an indirect measure of attitudes (Implicit Association Test), and (4) a social desirability scale. Results Results suggest that both types of attitudes make a significant and quite similar contribution to the explanation of seatbelt use. Interestingly, implicit attitudes were a better predictor than explicit attitudes among participants reporting inconsistent seatbelt use. In addition, path analysis models suggested that implicit attitudes appear to be relatively independent of TPB constructs and have a direct effect on seatbelt use. Conclusion The findings advance the idea of adding implicit attitudes to variables from the TPB model in order to increase the explanatory power of models used to predict road safety behaviors. Practical applications Potential use of implicit attitude measures in the education and training of drivers are discussed.     

Managing the career deal: the psychological contract as a framework for understanding career management,organizational commitment and work behavior

This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the psychological contract. Fulfillment of the psychological contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the psychological contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to psychological contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, psychological contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between psychological contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.     

Self-monitoring and turnover: The impact of personality on intent to leave

Employee turnover is a topic of considerable interest within most organizations. Despite years of research, the antecedents of turnover remain elusive. Traditionally, studies have focused on job satisfaction and organizational commitment as the primary precursors of voluntary (as distinguished from involuntary) turnover. Increasingly, however, researchers have suggested investigating possible personality variables that may help explain even more variance in turnover. The social psychological construct of self-monitoring was found to be such a variable. After the traditional predictors of satisfaction and commitment had been entered, self-monitoring accounted for previously unexplained variance in turnover intentions. Furthermore, the pattern of relationships among the variables of job satisfaction, organizational commitment, and turnover intentions differed for high and low self-monitors. Specifically, commitment was a better indicator of intent to leave among low self-monitors but job satisfaction showed a stronger relationship among high self-monitors. Implications for the organization and suggestions for further research are discussed.     

Strengthening the employment relationship: The effects of work‐hours fit on key employee attitudes

Today's hourly workers are facing revised work schedules and shifting hours, which may have critical implications for employment relationships. This study considers the impact of work‐hours fit on key attitudes of hourly employees—perceived organizational support, job stress, work–family conflict, intent to turnover, and life satisfaction. We define work‐hours fit as the difference between an employee's desired number of hours and the actual hours worked, and we examine both the congruence of work‐hours fit and the degree of misfit. We also examine the moderating impact of the type of misfit, defined as working too many versus too few hours. Results indicate that, in our sample, hourly employees are typically not working the hours they prefer. As predicted, work‐hours fit impacts the attitudes we examined, and, when considering the type of misfit, congruence matters more for life satisfaction and intent to turnover. Results also indicate working too few hours impacts job stress and life satisfaction, whereas working too many effects work–family conflict. This paper demonstrates the importance of preferences, as a reflection of time/money resource trade‐offs, and offers ways for employers to improve work–family facilitation and strengthen their employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.     

Organizational politics and organizational support as predictors of work attitudes,job performance,and organizational citizenship behavior

This study investigated the relationship of organizational politics and organizational support to various work attitudes and behaviors among a field sample of 128 participants. Consistent with our hypothesis, politics and support were related to job satisfaction, commitment, turnover intentions, and supervisor ratings of organizational citizenship behaviors. However, only support was related to job performance. We also examined whether or not organizational politics and organizational support comprise two distinct constructs or one global factor. The evidence here was ambiguous. Fit indices obtained from confirmatory factor analysis suggested that it is more parsimonious to treat politics and support as opposite ends of the same construct, though the two‐factor model did show a slightly better fit. On the other hand, subsequent multiple regression analyses showed that support tended to account for additional criterion variance beyond the effect of politics, implying that there may be some practical utility to retaining politics and support as distinct constructs. Copyright © 1999 John Wiley & Sons, Ltd.     

Explaining nursing turnover intent: job satisfaction,pay satisfaction,or organizational commitment?

A number of models have been developed to explain nurses' turnover behavior. The common theme that emerges from these models is that turnover behavior is a multistage process that includes attitudinal, decisional, and behavioral components. The purpose of this study was to assess both the direct and indirect impact of certain pay policies upon the turnover intentions of paediatric nurses. The two major questions addressed were: What was the relative impact of job satisfaction, pay satisfaction, and organizational commitment upon the turnover intentions of paediatric nurses eligible for these pay policies? What model accurately portrays the relationship among these three independent variables and turnover intentions? Exploration of the causal pathways among these variables and demographic factors revealed complex models of association. The results suggest that job satisfaction has only an indirect influence on the intention to quit, whereas organizational commitment has the strongest and most direct impact. A further finding that pay satisfaction had both direct and indirect effects on turnover intent was consistent with administrators' assumptions underlying the pay policies. Control variables such as having a degree, having children, and working 12-hour shifts were found to have both direct and indirect influences upon pay satisfaction and turnover intent. © 1998 John Wiley & Sons, Ltd.     

Unraveling the mysteries of gender differences in intentions to leave the organization

The anticipated labor shortages of the 1990's will intensify organizational needs to retain their existing employees. Women represent an increasingly important segment of the labor force and their turnover rates are thought to exceed men's. Earlier studies of turnover and its psychological antecedent, the behavioral intention to leave, suggest that work-related factors may contribute to women's relatively higher turnover rates. The current paper reports the results of a study of the intentions of male and female executives, managers and professionals to leave their organizations. The results support the pattern of findings in earlier studies that gender differences disappear when job satisfaction is controlled in the analysis. Further analysis highlights the importance of two components of job satisfaction — meaningful work and opportunities for promotion. The authors conclude that organizations might improve their retention rates of female managers through job enrichment and by enhancing their advancement opportunities.     

Maturation of work attitudes: Correlated change with big five personality traits and reciprocal effects over 15 years

As employees grow older, do their attitudes regarding work change over time? Can such long‐term changes be understood from a personality development perspective? The present study addressed these fundamental questions by tracking 504 young professionals' work attitudes (i.e., job satisfaction and work involvement) and Big Five personality traits over the first 15 years of their professional career. We specifically investigated whether trait changes drive peoples' changing attitudes, a mechanism we called maturation of work attitudes. Latent change models first indicated significant associations between traits and attitudes at the beginning of the career, and mean‐level changes in Big Five traits (i.e., increases in Agreeableness and Conscientiousness and decreases in Neuroticism) in the direction of greater functional maturity. Although no significant mean‐level changes in work attitudes were observed, results regarding correlated change indicated that variability in attitude change was related to variability in trait change and that this indeed signaled a maturational process. Finally, reciprocal effect estimates highlighted bidirectional relations between personality and attitudes over time. It is discussed how these results (i) provide a better understanding of potential age effects on work‐related attitudes and (ii) imply a revision of the traditional dispositional approach to attitudes. Copyright © 2013 John Wiley & Sons, Ltd.