Dispositional affectivity as a predictor of work attitudes and job performance

Previous research has shown that dispositional negative affect (NA) is associated with lower levels of job satisfaction. Little research has been conducted, however, on other organizational implications of negative affect or on the potential effects of dispositional positive affect (PA). The present studies examined the relationship of both positive and negative affectivity to organizational commitment, turnover intentions, global job satisfaction and performance. In the first study both NA and PA were associated with organizational commitment and turnover intentions. Additionally, commitment mediated the relationship between dispositional affectivity and turnover. Finally, PA and tenure interacted to predict job performance, such that PA and job performance were positively related, but only for high tenure employees. In Study 2 the findings were generally similar, but not identical. Both NA and PA were related to global job satisfaction and turnover intentions. However, only PA was related to affective organizational commitment. Moreover, both job satisfaction and affective commitment mediated the relationship between dispositional affectivity and turnover intentions. Finally, unlike Study 1, PA was not related to job performance. Rather, NA and tenure interacted such that when individuals were lower in tenure, NA was negatively related to performance.     

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.     

Organizational commitment,turnover and absenteeism: An examination of direct and interaction effects

A three component model of organizational commitment was used to study job withdrawal intentions, turnover and absenteeism. Affective commitment emerged as the most consistent predictor of these outcome variables and was the only view of commitment related to turnover and to absenteeism. In contrast, normative commitment was related only to withdrawal intentions while no direct effects for continuance commitment were observed. Continuance commitment, however, interacted with affective commitment in predicting job withdrawal intentions and absenteeism. The form of the interaction was such that high sunk costs tempered relationships between affective commitment and the relevant outcome variables.     

Voluntary employee turnover: combining variables from the ‘traditional’ turnover literature with the theory of planned behavior

In this study we tried to answer the question of whether the three predictors from the theory of planned behavior provide a satisfactory explanation for intentions and behaviors in the context of voluntary employee turnover. We examined whether variables which have traditionally played a prominent role in the study of turnover, i.e., job satisfaction, organizational commitment, age, and tenure, were capable of explaining additional variance in turnover intentions and voluntary turnover. We conducted a longitudinal study in which 296 respondents serving as professionals in the Royal Netherlands Navy completed a questionnaire. Half a year later they were asked to answer a second identical questionnaire; data were obtained from 202 participants who answered all relevant questions in both questionnaires. Their actual behavior (staying versus leaving) was registered during a 2‐year period following the completion of the first questionnaire. Behavioral intentions proved to be the best predictor of turnover in which the effects of all other variables were accounted for. Job satisfaction and tenure explained a significant proportion of the variance in intentions after the effects of the predictors from the theory of planned behavior had been taken into account. The results are discussed in relation to theoretical, methodological, and practical issues. Copyright © 2004 John Wiley & Sons, Ltd.     

What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange

Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd.     

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.     

Precursors of employee turnover: A multiple-sample causal analysis

Two models of the nature of linkages among precursors of voluntary turnover were examined using four distinct samples. A model which includes both job satisfaction and organizational commitment as exogenous variables leading to one's intention to resign was shown to provide results which support its usage in future research. Analyses of longitudinal data for precursors across two points in time, before turnover, however, provided only weak support for causality.     

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.     

Antecedents and consequences of role stress: A covariance structure analysis

An earlier model of the consequences of role conflict and role ambiguity is expanded to incorporate antecedent job conditions and the outcome of organizational commitment. This newer model clarifies the impact of role stressors on commitment and other established outcomes (i.e. tension, job dissatisfaction, and turnover intention). The antecedent job conditions are added in consideration of research indicating that role conflict and ambiguity do not directly influence affective and behavioral reactions when other perceptions of the work environment are included in the analysis. A LISREL analysis of this model with cross-validation on an independent sample indicated that the direct effects of participation and co-worker social support on job satisfaction may account for the direct effects of role conflict and role ambiguity on satisfaction and turnover intention observed in previous studies. In addition, organizational commitment appeared to mediate the effects of other variables on turnover intention. Implications for theories of role-related variables and directions for future research are discussed.     

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.     

Implications of job insecurity perceptions and job insecurity responses for psychological well-being,turnover intentions and reported risk behavior

This study aimed to test whether cognitively appraised level of job insecurity (job insecurity perceptions) and evaluative responses to a perceived level of job insecurity (job insecurity dissatisfaction and job insecurity behaviors) could relate differently to employee mental well-being, turnover intentions and on-the-job risk behavior. The significance of demographic characteristics (gender and age) as well as the implications of attitudinal variables (job satisfaction, job motivation and organizational commitment) and for the dependent variables was taken into account. Based on data from a self-completion questionnaire survey carried out among a representative sample of the Norwegian adult population (N = 260) results indicated that only job insecurity behaviors were indirectly related to turnover intentions and risk behavior via their impact on psychological well-being. The relative importance of the job insecurity dimensions for the dependent variables are discussed, as well as theoretical and practical implications.     

The relationship of organizational politics and support to work behaviors,attitudes, and stress

The purpose of this paper is to report two studies that investigated the consequences of organizational politics and organizational support on two separate samples of employees. Study 1 surveys 69 full-time employees, while Study 2's sample includes 185 part-time workers. Four major findings were observed. First, the present studies replicated prior findings concerning the relationships of politics and support to such variables as withdrawal behaviors, turnover intentions, job satisfaction and organizational commitment. In general, politics is related to negative work outcomes while support is related to positive ones. Consistent results were obtained within both the full- and part-time samples. Second, we elaborated upon previous work concerning the relationship of politics and support to job involvement. Third, we found in both samples that politics and support did predict above and beyond each other, suggesting that they should be viewed as separate constructs rather than opposite ends of a single continuum. Lastly, Study 2 extended the research on politics and support by analyzing their relationships to four work stress variables: job tension, somatic tension, general fatigue, and burnout. Each of these four variables was predicted by both politics and support. © 1997 by John Wiley & Sons, Ltd.     

Formal mentoring versus supervisor and coworker relationships: differences in perceptions and impact

Formal mentoring programs in two companies were examined regarding (1) the extent to which mentees and mentors agreed on the nature of the mentoring relationships and (2) the extent to which dimensions of mentoring relationships were related to outcomes for the mentees, compared with the extent to which dimensions of supervisory and coworker relationships were related to the same outcomes: job satisfaction, organizational commitment, and turnover intentions. Mentors were at least two hierarchical levels above the mentee, and both were part of the companyies' formal mentoring program. Sixty‐one pairs of mentors and mentees participated. Overall, there was little agreement between mentees and mentors regarding the nature of the mentoring relationship. Furthermore, the mentoring relationship was not related to mentee outcomes, while supervisory and coworker relationships were. It is suggested that, if one desires to affect job satisfaction, turnover intentions, and organizational commitment, mentoring functions may be best performed by supervisors and coworkers rather than assigned formal mentors from higher up in the organizational hierarchy. Copyright © 2003 John Wiley & Sons, Ltd.     

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.     

Relationships of gender,family responsibility and flexible work hours to organizational commitment and job satisfaction

Psychological contract theory (Rousseau, 1995) suggests that women and those with family responsibilities may negotiate new psychological contracts that include family-responsive benefits such as flexible work hours. Relationships of gender, family responsibility, and flexible work hours to organizational commitment and job satisfaction were examined among 160 matched male and female managers in a cross-organizational study. Results revealed that women who perceived their organizations offered flexible work hours reported higher levels of organizational commitment and job satisfaction than women who did not. Also, flexible work hours were related to higher organizational commitment and job satisfaction for those having family responsibilities. Implications of these results for future research and organizational policy are discussed. © 1997 by John Wiley & Sons, Ltd.     

Predictors of turnover amongst volunteers: A systematic review and meta-analysis

Volunteers represent a global workforce equivalent to 61 million full-time workers. A significant decline in volunteering has highlighted the urgency to better understand and address turnover amongst volunteers. To address this, we conducted a systematic review and meta-analysis of turnover amongst volunteers. We also examined whether staying or leaving has different predictors. The meta-analysis integrated and synthesized 117 studies, encompassing 1104 effect sizes across 55 335 volunteer workers, to identify and quantify relationships between turnover and the broad range of variables that have been examined in the volunteer work domain. Amongst the strongest predictors of volunteer turnover were attitudinal variables, in particular, job satisfaction (ρ = −.58), affective commitment (ρ = −.58), engagement (ρ = −.54) and organizational commitment (ρ = −.54). Contextual variables that showed the largest effects included communication (ρ = .62), organizational support (ρ = −.61) and the quality of the relationship between volunteers and their leader (leader-member exchange, ρ = −.55). We synthesize our findings into an integrative framework delineating the predictors of volunteer turnover. In doing so, we extend turnover research to consider non-remunerated work contexts and provide a basis for developing turnover theory that is responsive to the unique experience of volunteers.     

The relationship between managerial motivation,leadership, nurse outcomes and patient satisfaction

This ex‐post facto/correlational study examines the relationships among the following variables: nurse manager motivation for power, achievement and affiliation (N=19), managerial leadership behaviors, staff nurse outcomes of job satisfaction, productivity and organizational commitment (N=221) and patient satisfaction (N=299). Results show that managerial motivation for power is negatively correlated with manager use of leadership behaviors and staff nurse job satisfaction but positively correlated with patient satisfaction. Managerial motivation for achievement is positively correlated with use of leadership behaviors as well as nurse job satisfaction, productivity and organizational commitment, and generally to patient satisfaction. Managerial motivation for affiliation reveals few significant positive or negative relationships with other variables. The researcher concludes that both power and achievement motivation of the manager influence staff and patient outcomes in health care in the 1990s. Copyright © 1999 John Wiley & Sons, Ltd.     

Organizations and supervisors as sources of support and targets of commitment: a longitudinal study

The main objective of this study was to examine the relationship between perceived support and affective commitment, and the linkages between these constructs and some of their common antecedents and consequences. More precisely, using a sample of 238 employees, we conducted a longitudinal study to examine the linkages between the favorableness of intrinsically and extrinsically satisfying job conditions, perceived organizational support, perceived supervisor support, affective commitment to the organization and supervisor, and turnover. Affective commitment to the supervisor was found to completely mediate the effect of perceived supervisor support on turnover, whereas neither perceived organizational support nor organizational affective commitment were significantly related to turnover. Perceived organizational support partially mediated the effect of favorable intrinsically satisfying job conditions on organizational affective commitment and fully mediated the effect of extrinsically satisfying job conditions on organizational affective commitment. Finally, perceived supervisor support totally mediated the effect of favorable intrinsically satisfying job conditions on affective commitment to the supervisor. As a whole, findings suggest that exchange relationships between employees and their supervisors should be further investigated in future turnover research. Copyright © 2003 John Wiley & Sons, Ltd.     

Job satisfaction and organizational continuance commitment: a two-wave panel study

The temporal relationship between job satisfaction and organizational continuance commitment over 13 months was examined in 295 professional employees of a British engineering company using LISREL with latent variables analysis. The cross-lagged path coefficients in the LISREL models were not significantly positive, suggesting that the relationship between these two variables was spurious and due to error variance. Test–retest coefficients for both variables were moderately positive, showing that the relative ranking of individuals on these variables was fairly stable over time.     

Employee's turnover intentions and job destination choices

Employee's job destination choices, as part of the turnover process, reflect options for internal organizational or external labor market moves. A sample of 477 employees in 15 firms was used to decipher how bio‐demographic, job, plant, and labor market characteristics are related to five alternative job destinations. Multivariate logistic regression and odds–ratio analyses compared the five models confirming that different sets of variables influence each of the destination choices. Coworkers' intentions have a major significant impact on all destination options. The findings have implications for present turnover models, career paths, and promotion progression in the firm. Copyright © 2001 John Wiley & Sons, Ltd.