When the going gets tough: Employee reactions to large-scale organizational change and the role of employee Machiavellianism

Large-scale, long-term change initiatives take time to unfold, which can be a source of uncertainty and strain. Investigating the initial 19 months of a large-scale change, we argue that during these stages, employees' change-related beliefs become more negative over time, which negatively affects their work engagement and, ultimately, increases their turnover intentions. Furthermore, we investigate the impact of a trait, Machiavellianism, on change reactions and propose that employees high in Machiavellianism react more negatively during change processes as they are especially susceptible to uncertainty and stress. We test our (cross-level) moderated mediation model in a three-wave longitudinal study among employees undergoing a large-scale change (T1: n = 1,602; T2: n = 1,113; T3: n = 759). We find that employees' beliefs about the impact and value of the change are indeed negatively related to change duration and that decreases in these perceptions come with a decline in engagement and increases in turnover intentions. Moreover, employees high in Machiavellianism react more strongly to a deterioration in change-related beliefs, showing stronger reductions in engagement and stronger increases in turnover intentions than employees low in Machiavellianism. Our study offers explanations for the negative effects of large-scale changes including an explanatory factor for disparate employee reactions to change over time.     

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.     

Societal individualism–collectivism and uncertainty avoidance as cultural moderators of relationships between job resources and strain

The job demands–resources model is a dominant theoretical framework that describes the influence of job demands and job resources on employee strain. Recent research has highlighted that the effects of job demands on strain vary across cultures, but similar work has not explored whether this is true for job resources. Given that societal characteristics can influence individuals' cognitive structures and, to a lesser extent, values in a culture, we address this gap in the literature and argue that individuals' strain in reaction to job resources may differ across cultures. Specifically, we theorize that the societal cultural dimensions of individualism–collectivism and uncertainty avoidance shape individual‐level job resource–strain relationships, as they dictate which types of resources (i.e., individual vs. group preference‐oriented and uncertainty‐reducing vs. not) are more likely to be valued, used, or effective in combating strain within a culture. Results revealed that societal individualism–collectivism and uncertainty avoidance independently moderated the relationships between certain job resources (i.e., job control, participation in decision making, and clear goals and performance feedback) and strain (i.e., job satisfaction and turnover intentions). This study expands our understanding of the cross‐cultural specificity versus generalizability of the job demands–resources model.     

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.     

Work—nonwork conflict and the perceived quality of life

From additive models of overall quality of life, two hypotheses were derived about the relationships among work—family conflict, work—leisure conflict, job satisfaction, family satisfaction, leisure satisfaction and global life satisfaction. In supporting these two hypotheses, path analyses of survey data from a national probability sample of United States workers (n = 823) showed: (1) the direct paths between work—nonwork conflict and global life satisfaction were nonsignificant; and (2) the indirect paths between work—nonwork conflict and global life satisfaction, which are mediated by job satisfaction and nonwork satisfaction, were all significant. Further analyses indicated that, in general, the magnitude of these path coefficients was not significantly moderated by sociodemographic variables. Discussion considered the role of additive models as conceptual frameworks for studies concerned with the effects of work experiences on the overall quality of life.     

Thriving on challenge stressors? Exploring time pressure and learning demands as antecedents of thriving at work

In the conceptualization of thriving at work, it is emphasized that employees' learning and vitality are two equally important components of thriving and that thriving is facilitated by contextual features and available resources. In this study, we examined the effects of two challenge stressors (time pressure and learning demands) on thriving at work. Based on the literature on challenge and hindrance stressors, we proposed that challenge stressors positively affect learning and negatively affect vitality. To uncover underlying mechanisms, we measured challenge appraisal and hindrance appraisal of work situations in a diary study. A sample of 124 knowledge workers responded to three daily surveys (before the lunch break, during the afternoon, and at the end of the workday) for a period of five workdays. Results indicate that the indirect effects of learning demands and time pressure on learning are mediated by challenge appraisal, whereas indirect effects of learning demands on vitality are mediated by hindrance appraisal. Overall, our study shows that challenge stressors have a positive total effect on learning but no total effect on vitality. These differential relationships call for a finer distinction between the two components of thriving at work in future research. Copyright © 2016 The Authors Journal of Organizational Behavior Published by John Wiley & Sons Ltd.     

Exit and voice: A test of hypotheses based on fight/flight responses to job stress

Hypotheses were developed based on a coping model that views political behaviour (voice) as a fight response and turnover (exit) as a flight response to job stress. Data were collected from a group of professional, public employees and turnover dates were obtained for the group 13 months after completion of questionnaires. Multiple regression analysis was employed to test hypotheses. Stressors of interest were person-environment fit (P-E fit), role conflict (RC), and role ambiguity (RA). Psychological strains (job dissatisfaction and lowered commitment) were hypothesized to mediate the stressor-coping behaviour relationship. Turnover (TO) behaviour was the ultimate organizationally relevant outcome of coping behaviours. Job satisfaction and commitment were significantly related to intentions to leave. Political action was directly related to P-E fit and this relationship was not mediated by satisfaction or commitment. The relationship between RA and politics was moderated by commitment. Less committed employees tended to exhibit political behaviour in response to RA. Both coping responses (intentions to leave and political action) predicted significant portions of retention/turnover variance.     

Supervisor role overload and frustration as antecedents of abusive supervision: The moderating role of supervisor personality

The current research explores supervisor‐level antecedents of abusive supervision in the workplace. Specifically, this study introduces affective events theory to the abusive supervision literature to suggest that supervisor role overload, a work‐related event, leads to supervisor frustration. As an intense negative emotional reaction, frustration, in turn, triggers supervisors to exhibit abusive behaviors in the workplace. Supervisor personality traits—namely, neuroticism, conscientiousness, and agreeableness—are also posited to moderate these hypothesized relationships. Specifically, neuroticism is expected to moderate the relationship between role overload and frustration while conscientiousness and agreeableness are expected to moderate the relationship between frustration and abusive supervision. Ultimately, we propose and examine a moderated‐mediation model. Multisource field data demonstrate general support for the hypothesized relationships. We conclude with theoretical and practical implications as well as future research avenues. Copyright © 2016 John Wiley & Sons, Ltd.     

The impact of preventive coping on business travelers' work and private life

Frequent business travel can be a burden for travelers' work and private life. We tested whether preventive coping (the proactive accumulation of resources in advance of potential stressors) makes such trips beneficial despite their potential to be stressful. In a longitudinal three‐wave study, we investigated whether frequent travel relates to an increase or decrease in work–life balance, emotional exhaustion, work engagement, and relationship satisfaction depending on preventive coping. Findings from a sample of 133 frequent business travelers revealed significant indirect effects for emotional exhaustion, work engagement, and relationship satisfaction through work–life balance. Among employees who engaged less in preventive coping, a higher number of business trips was related to a decrease in work–life balance, which, in turn, was related to more emotional exhaustion, less work engagement, and lower relationship satisfaction. Among those who reported higher preventive coping, we found opposing indirect effects: Frequent travel was related to an increase in work–life balance and, in turn, to less emotional exhaustion, more work engagement, and higher relationship satisfaction. These findings advance our knowledge in the field of business travel, future‐oriented coping, and work–life balance. They highlight that travelers and their organizations should resort to preventive coping to make frequent travel more beneficial.     

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.     

Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work

Emerging research evidence across multiple industries suggests that thriving at work is critically important for creating sustainable organizational performance. However, we possess little understanding of how factors across different organizational levels stimulate thriving at work. To address this gap, the current study proposes a multilevel model that simultaneously examines contextual and individual factors that facilitate thriving at work and how thriving relates to positive health and overall unit performance. Analysis of data collected from 275 employees, at multiple time periods, and their immediate supervisors, representing 94 work units, revealed that servant leadership and core self‐evaluations are 2 important contextual and individual factors that significantly relate to thriving at work. The results further indicated that thriving positively relates to positive health at the individual level, with this relationship partially mediated by affective commitment. Our results also showed that collective thriving at work positively relates to collective affective commitment, which in turn, positively relates to overall unit performance. Taken together, these findings suggest that work context and individual characteristics play significant roles in facilitating thriving at work and that thriving is an important means by which managers and their organizations can improve employees' positive health and unit performance.     

You think you are big fish in a small pond? Perceived overqualification,goal orientations,and proactivity at work

Overqualification denotes situations in which job incumbents have higher qualifications than those required for the job. Drawing on the self‐regulatory perspective, we proposed that employees' perception of overqualification positively affects their proactive behavior through the mechanism of role‐breadth self‐efficacy and that this indirect effect is moderated by employees' goal orientations. We tested our hypotheses through two studies. In Study 1, we found that perceived overqualification had a positive indirect effect on employees' proactive behavior through role‐breadth self‐efficacy using a sample of 323 salespeople with a cross‐lagged panel design. In Study 2, the multi‐wave and multi‐source data from 302 teachers confirmed the indirect effect and indicated that performance goal orientation and learning goal orientation moderated the indirect relationship. Copyright © 2015 John Wiley & Sons, Ltd.     

STEMming the tide: New perspectives on careers and turnover

The question of why so many people leave science, technology, engineering and mathematics (STEM) jobs continues to echo through social science research and Government policy. This is not surprising given the considerable investments into uptake and quality of STEM education and that STEM workers have a pivotal role to play in addressing current and future grand challenges. Yet, too many individuals with tertiary degrees in STEM—disproportionately women, racial minorities, and the underprivileged—leave or pursue careers in non-STEM fields. While demand for employment in STEM continues to grow, such persistent STEM defections present a significant challenge. We offer an integrative special issue of eight empirical articles capturing current thinking and evidence on employee retention and turnover, both within and beyond the realm of STEM. Our thematic analysis of the articles reveals overarching themes around the fundamental question of why people choose to stay in their jobs and why they leave. From this, we provide a future research agenda recognizing the myriad work and nonwork factors influencing the desire and ability to stay in one's chosen profession, particularly in critical sectors where gender and minority attrition rates prevail.     

Examining the influence of climate,supervisor guidance,and behavioral integrity on work–family conflict: A demands and resources approach

In this study, we assess a multilevel approach to work interference with family (WIF) by examining the influence of unit‐level work–family climate, as well as the importance of supervisors' spoken guidance and their behavioral integrity in helping employees process social information about work–family issues. We propose that there are two important ways in which supervisors may influence their subordinates' WIF—through their spoken guidance regarding managing work–family conflict and through their behavioral integrity—employee perceptions of the degree to which supervisors' spoken work–family guidance aligns with their behaviors to help employees manage work and family on the job. Results from a sample of 628 employees of a health system, using path analytic tests of moderated mediation, provide support for the mediated effect of family‐supportive climate on employee work–family conflict (through supervisory work–family guidance) and for a second‐stage moderation in which the effect of guidance on WIF is stronger (weaker) when employees perceive high (low) levels of supervisor work–family behavioral integrity. We discuss the implications of these findings for the study of family‐supportive work environments and work–family conflict. Limitations of this study and directions for future research are also presented. Copyright © 2013 John Wiley & Sons, Ltd.     

Thriving at work: Toward its measurement,construct validation,and theoretical refinement

Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study 1, we conducted second‐order confirmatory factor analyses in two samples, demonstrating initial support for the two‐dimensional structure of thriving. We provided evidence for the convergent and discriminant validity of thriving in relation to theoretically related constructs, such as positive and negative affects, learning and performance goal orientations, proactive personality, and core self‐evaluations. In Study 2, across two different samples, we further assessed construct validity by establishing a relationship between thriving and career development initiative, burnout, health, and individual job performance, explaining significant variance beyond traditional attitudinal predictors, such as job satisfaction and organizational commitment. Finally, in Study 3, we focused on understanding the contextual embeddedness of thriving. We found differences in reports of thriving across two points in time, when substantial changes are occurring in peoples' work lives and across contexts (i.e., work and non‐work). Implications for theory and practice, as well as directions for future research, are discussed. Copyright © 2011 John Wiley & Sons, Ltd.     

An interpersonal perspective of perceived stress: Examining the prosocial coping response patterns of stressed managers

We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tested our predictions in a sample of 281 employees and their 53 managers working in a clothing retailer in Turkey. Consistent with predictions, we found positive effects of managers' perceived stress on their prosocial coping behaviors and employee outcomes. Managers' perceived stress was positively related to sharing credit with employees for managers who held positive implicit prototypes about employees. Results also indicated that managers' perceived stress was positively related to sharing knowledge with their subordinates regardless of implicit follower prototypes. Both sharing credit and sharing knowledge, in turn, were related to turnover intentions and actual turnover, and sharing credit was related to job performance. This study extends past work by adopting an interpersonal perspective of stress and demonstrating that managerial stress can have positive effects on employee outcomes via prosocial coping behaviors.     

Thriving at work: Impact of psychological capital and supervisor support

Thriving at work is a positive psychological state characterized jointly by learning and vitality. Conventional wisdom and some initial research indicate that such thriving benefits both employees themselves and their organizations. This study specifically tests thriving at work by linking it to a theoretically important personal outcome variable (self‐development), refining its relationship with agentic work behaviors (task focus and heedful relating), and proposing and testing two new antecedent variables (psychological capital and supervisor support climate). Using structural equation modeling on a sample of 198 dyads (employees and their supervisors), strong support was found for the theory‐driven hypothesized relationships. The results contribute to a better understanding of positive organizational scholarship and behavior in general and specifically to the recently emerging positive construct of employees' thriving at work. Copyright © 2013 John Wiley & Sons, Ltd.     

Perceived intra-organizational mobility: Reliable versus exceptional performance as means to getting ahead

‘Work hard and get ahead’ is a fundamental tenet of modern organizations, but employees have different interpretations of what it means to ‘work hard’ and perceive that there are multiple channels to ‘get ahead’. The current research explores employees' perceptions of the factors affecting their intra-organizational upward mobility. Results using a survey instrument in a large American medical college show that employees can distinguish among intra-organizational mobility channels based on reliable role performance, on exceptional role performance, and on non-performance factors such as personal characteristics (e.g. race and gender), or luck and favoritism. Perceptions of mobility channels are related to such organizationally relevant outcomes as employee satisfaction and turnover intentions. Occupational sub-groups, however, perceive different structures for upward mobility.     

Role stress,physical symptomatology,and turnover intentions: A causal analysis of three alternative specifications

Causal relationships involving role stressors, physical symptomatology, and turnover intentions were examined within three alternative specifications. These specifications stemmed from Beehr and Newman's (1978) and Schuler's (1982) models of role stress and Locke's (1976) theory of job satisfaction. The results, derived from LISREL VI analyses, indicate that a revised Schuler model is the most plausible specification. Findings are discussed in terms of implications for understanding role stress and employee withdrawal.