A multivariate analysis of the determinants of job turnover.

Developed and tested a multivariate analysis of the turnover process with 654 accountants (mean age 37 yrs). The following variables were measured: demographic variables, tenure, cognitive/affective orientation to current position (including multiple measures of job satisfaction and organizational commitment), perceived job security, intention to search for an alternative position, perceived existence of alternative positions, and intention to change positions. Turnover data were collected 1 yr later, and it was found that 22% of Ss had changed jobs. Results support the existence of significant relationships between the set of independent variables presented in the working model and actual turnover, but not the hypothesis that all variables influence turnover behavior through their impact on intentions to change position. Turnover was significantly influenced by age, tenure, job satisfaction, organizational commitment, and job security. Turnover behavior was also more strongly related to intentions to search for alternatives than to intentions to change positions. (16 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A meta-analytic review of occupational commitment: Relations with person- and work-related variables.

Relations between occupational commitment (OC) and several person- and work-related variables were examined meta-analytically (76 samples; across analyses, Ns ranged 746–15,774). Major findings are as follows. First, OC was positively related to job-focused constructs such as job involvement and satisfaction, suggesting that attitudes toward the job itself may be a central concern in committing to one's occupation. Second, consistent with previous work, OC and organizational commitment were positively related. This relation was found to be moderated by the compatibility of the profession and the employing organization. Third, OC was positively related to job performance and had an indirect effect on organizational turnover intention through occupational turnover intention. This latter effect suggests that understanding of organizational turnover can be enhanced by incorporating occupation-related variables into turnover models. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of a respite from work on burnout: Vacation relief and fade-out.

In a quasi-experiment designed to examine the relief from job stress and burnout afforded by a vacation respite, 76 clerks completed measures of job stress and burnout twice before a vacation, once during vacation, and twice after vacation. There was a decline in burnout during the vacation and a return to prevacation levels by the time of the second postvacation measure. Comparing the two prevacation measures indicated no anticipation effects. However the return to work showed gradual fade-out, as burnout returned part way toward its prevacation level by 3 days after the vacation and all the way by 3 weeks after the vacation. Women and those satisfied with their vacations experienced greater relief; however, both subsamples also experienced the quickest fade-out. The respite effect and its complete fade-out were detected among all subgroups analyzed. Burnout, relief, interpersonal stress crossover, and burnout climate at work are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Age-related differences in work attitudes and behavior: A review and conceptual analysis.

Presents a theoretical framework for understanding age-related differences in work attitudes and behavior. Based on a review of more than 185 research studies, age-related differences in 3 major categories of variables are examined: work attitudes, work behaviors, and values, needs, and preferences. The work attitudes include overall job satisfaction; satisfaction with work itself, pay, promotions, co-workers, and supervision; job involvement; internal work motivation; organizational commitment; and turnover intention. Among the behavioral characteristics are performance, turnover, absenteeism, and accidents. Consistent age-related differences are reported for a number of work attitudes and behaviors, but conceptual and methodological difficulties preclude identifying causal factors in the relationship between age and work attitudes and behaviors. Some theoretical orientations having utility for guiding theory development and research on age differences are discussed. (6 p ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Some relationships between job satisfaction and organization climate.

Relationships among 2 measures of job satisfaction, 1 measure of organizational climate, and 7 production and turnover indexes of organizational effectiveness were investigated in 50 life insurance agencies (N = 522). It was shown that (a) climate and satisfaction measures were correlated for people in some positions in the agencies but not for others; (b) people agreed more on the climate of their agency than they did on their satisfaction; (c) neither satisfaction nor climate were strongly correlated with production data; and (d) satisfaction but not climate, was correlated with turnover data. Implications of these data for research on climate and satisfaction as well as organizational change are discussed. (28 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A three-wave longitudinal analysis of the causal ordering of satisfaction and commitment on turnover decisions.

L. J. Williams and J. T. Hazer (see record 1986-23287-001) explicated the antecedents and consequences of job satisfaction and organizational commitment on turnover. Their causal model related personal and organizational characteristics to satisfaction, satisfaction to commitment, and commitment to turnover intention. Their structural equation reanalysis of cross-sectional data from C. E. Michaels and P. E. Spector (see record 1982-10938-001) and A. C. Bluedorn (see record 1982-22265-001) support the model. The present study applied structural equation methodology to assess the plausibility of this model with longitudinal data from 440 Ss. Only partial support was obtained for the model. The relations among satisfaction, commitment, and reenlistment intention changed with increased tenure in the organization. This finding suggests that commitment and satisfaction may be either cyclically or reciprocally related. The implications for future turnover research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Comparative examination of three approaches to the prediction of turnover.

Compared 3 approaches to the prediction of turnover in a sample of National Guard members. Assessments of components of M. Fishbein's (1967) behavioral intention model, job satisfaction, and L. Porter's (1974) organizational commitment model, combining elements of both satisfaction and intention, were obtained. All 3 models predicted enlistment behaviors during the 6 mo following attitude assessments with a high degree of accuracy. Based on a sample of 252 Guard members with an enlistment base rate of 50%, Fishbein's behavioral intention model had a multiple correlation of .65, job satisfaction had a multiple correlation of .55, and organizational commitment had a correlation of .58 with actual enlistment behavior. Implications for organizational retention and attitude–behavior relations are discussed. (27 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Turnover functionality versus turnover frequency: A note on work attitudes and organizational effectiveness.

Tested whether work attitudes, widely praised as predictors of turnover frequency (i.e., the number of separations), are also useful predictors of turnover functionality (i.e., the nature of separations). Measures on job satisfaction, organizational commitment, job involvement, motivation to turnover, and turnover frequency and functionality were obtained from 112 retail salespersons. Results indicate that (a) the traditional measure of turnover frequency overstates the detrimental effects of turnover on organizational effectiveness, in that 53% of the turnover was functional and (b) turnover functionality, which emphasizes the performance levels of stayers and leavers, is unrelated to work attitudes. Findings suggest that organizations should not devote resources to programs designed to improve employee attitudes, based solely on the expectation that decreasing turnover frequency will result in beneficial consequences. (31 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An evaluation of precursors of hospital employee turnover.

To evaluate a heuristic model of employee turnover, survey data were collected from 203 hospital employees. The questionnaire included measures of general and job facet satisfaction, thoughts about quitting, the intention to quit, the perceived probability of finding another job, and biographical information. Turnover data were collected 47 wks later. Zero-order correlations between job satisfaction and turnover, age–tenure and turnover, satisfaction and thinking of quitting, and intention to quit and turnover were consistent with previous research. When a simplified heuristic model of the employee withdrawal decision process was subjected to regression analysis, significant coefficients were evident from job satisfaction to thinking of quitting and intention to search, but not to actual turnover. As hypothesized, intention to quit exhibited the only significant coefficient with actual attrition. Results support the primacy of intentions in the withdrawal process and serve to further demonstrate the need for models of the turnover process more complete than the traditional dissatisfaction–turnover model. (26 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Participation in decision making as a strategy for reducing job-related strain.

Proposed a causal model that describes the effect of participation in decision making on perceived influence, role conflict, role ambiguity, personal and job-related communications, social support, emotional strain, overall job satisfaction, absenteeism, and turnover intention. The model was tested using a Solomon 4-group design and modified to include 2 posttests; it was conducted in a hospital outpatient facility with 95 nursing and clerical employees who were randomly assigned to an increased-participation or a control condition and to a pretest or no-pretest condition. Outcomes were assessed after 3 and 6 mo. Analysis provided support for a somewhat revised model. After 6 mo, participation was shown to have a significant, negative effect on role conflict and role ambiguity and a positive effect on perceived influence. Role conflict and ambiguity were, in turn, positively related to emotional strain and negatively related to job satisfaction. Emotional strain was positively related to absence frequency and turnover intention. Perceived influence was positively related to job satisfaction and positively related to turnover intention. Participation in decision making appeared to be an important causal determinant of role strains, which were, in turn, important precursors of both individual and organizational outcomes. (46 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Comparative effects of personal and situational influences on job outcomes of new professionals.

We investigated the relative and combined effects of personal and situational variables on job outcomes of new professionals. The personal variables were cognitive ability, socioeconomic status, and career goals; the situational variables were job feedback, autonomy, and job context. Data were collected at two times from 280 newly hired, entry-level accountants at "Big Eight" firms. Both personal and situational variables predict job outcomes, but their relative influence depends on the outcome measure. Situational variables account for the most variance in job performance, job satisfaction, and organizational commitment; personal variables account for the most variance in promotability, internal work motivation, and turnover. The findings indicate that job performance does not take care of itself by selecting bright people, but requires constant vigilance and effective systems. The results also suggest that a given result can be achieved through a variety of behavioral science interventions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature.

The authors developed and meta-analytically examined hypotheses designed to test and extend work design theory by integrating motivational, social, and work context characteristics. Results from a summary of 259 studies and 219,625 participants showed that 14 work characteristics explained, on average, 43% of the variance in the 19 worker attitudes and behaviors examined. For example, motivational characteristics explained 25% of the variance in subjective performance, 2% in turnover perceptions, 34% in job satisfaction, 24% in organizational commitment, and 26% in role perception outcomes. Beyond motivational characteristics, social characteristics explained incremental variances of 9% of the variance in subjective performance, 24% in turnover intentions, 17% in job satisfaction, 40% in organizational commitment, and 18% in role perception outcomes. Finally, beyond both motivational and social characteristics, work context characteristics explained incremental variances of 4% in job satisfaction and 16% in stress. The results of this study suggest numerous opportunities for the continued development of work design theory and practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organizational, work, and personal factors in employee turnover and absenteeism.

Critically examines research over the past 10-12 yrs concerning factors related to turnover and absenteeism in work situations. On a general level, overall job satisfaction was consistently and inversely related to turnover. In an effort to break down the global concept of job satisfaction, various factors in the work situation were analyzed as they related to withdrawal behavior. 4 categories of factors, each representing 1 "level" in the organization, were utilized: organization-wide factors, immediate work environment factors, job-related factors, and personal factors. Several variables in each of the 4 categories were found to be related fairly consistently to 1 or both forms of withdrawal. An attempt is made to put the diverse findings into a conceptual framework centering around the role of met expectations. Methodological considerations and future research needs are also discussed. (83 ref.) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Influence of Prior Commitment on the Reactions of Layoff Survivors to Organizational Downsizing.

Nurses (N := 179; Study 1) and managers (N = 154; Study 2) participated in 2 panel studies examining the relationship among prior commitment (affective and continuance commitment and perceived organizational support), coping strategies, and survivors' attitudes and perceptions during and following downsizing. In Study 1, perceived organizational support was significantly positively related to control-oriented coping, job satisfaction, and intention to remain and negatively related to perceived job insecurity and burnout 2 years later. In Study 2, coping mediated the relationship between the prior commitment variables and job alienation, health symptoms, and burnout following the downsizing. Control-oriented coping was associated with elevated levels of health symptoms and burnout following the downsizing, suggesting that control-oriented coping may have positive effects in the short term but potentially harmful effects in the long term. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Effects of Sexual Harassment on Turnover in the Military: Time-Dependent Modeling.

Sexual harassment has consistently negative consequences for working women, including changes in job attitudes (e.g., lower satisfaction) and behaviors (e.g., increased work withdrawal). Cross-sectional evidence suggests that harassment influences turnover intentions. However, few studies have used actual turnover; rather, they rely on proxies. With a sample of 11,521 military servicewomen with turnover data spanning approximately 4 years, the authors used the appropriate method for longitudinal turnover data--Cox's regression--to investigate the impact of harassment on actual turnover. Experiences of harassment led to increased turnover, even after controlling for job satisfaction, organizational commitment, and marital status. Among officers, harassment also affected turnover over and above rank. Given turnover's relevance to organizational bottom lines, these findings have important implications not only for individual women but also for organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

New quinazolinones-4. Antiinflammatory and anticonvulsant agents. New classes of pharmacologically active compounds

Significant factors implicated in staff turnover include: variables in organizational structure; employee characteristics; needs and values, and the nature of tasks performed. This article will present the causative factors related to turnover and the conceptual models of the motivational theorists Maslow, Herzberg, Adams, and Mobley. No quantitative or qualitative research could be found on the potential causes of turnover in freestanding dialysis clinics. The staff turnover of a for-profit dialysis company for a 12 month period will be reported by job title, tenure, and level of job satisfaction.     

Antecedents and consequences of satisfaction and commitment in turnover models: A reanalysis using latent variable structural equation methods.

A review of recent models of organizational commitment (e.g., J. H. Morris and J. D. Sherman; see record 1981-33773-001) and turnover (e.g., W. H. Mobley et al; see record 1979-29973-001) indicates that the causal relation between job satisfaction and organizational commitment had been overlooked and that attempts to identify the antecedents of these variables had suffered from conceptual and methodological limitations. To examine these 2 issues, structural equation methodology was used to reanalyze path analysis data from C. E. Michaels and P. E. Spector (see record 1982-10938-001) and A. C. Bluedorn (see record 1982-22265-001). Four causal models were examined. Across both samples, support was obtained for relations between personal/organizational characteristics and job satisfaction and between satisfaction and commitment. Commitment was also an important determinant of turnover intentions. Results suggest that the path analysis technique does not allow for the simultaneous examination of the effects of exogenous variables on 2 or more endogenous variables. (44 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)