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)     

Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover.

[Correction Notice: An erratum for this article was reported in Vol 96(6) of Journal of Applied Psychology (see record 2011-20470-001). In the article, the authors published a seven-item measure of Global Job Embeddedness rated on a 5-point agreement scale (1 = strongly disagree, 5 = strongly agree). Critical to job embeddedness theory and measures, this construct is designed to capture both organization and community factors that work together to embed or enmesh people in their current job and organization. Although they used instructions that ensured participants would consider both work and nonwork factors, these instructions were unintentionally omitted from the original published article. These instructions are included in the erratum, along with original items. Researchers are encouraged to use these instructions when using this scale.] Recent research on job embeddedness has found that both on- and off-the-job forces can act to bind people to their jobs. The present study extended this line of research by examining how job embeddedness may be integrated into a traditional model of voluntary turnover. This study also developed and tested a global, reflective measure of job embeddedness that overcomes important limitations and serves as a companion to the original composite measure. Results of this longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover. Results also found that job embeddedness interacted with job satisfaction to predict voluntary turnover, suggesting that the job embeddedness construct extends beyond the unfolding model of turnover (T. R. Mitchell & T. W. Lee, 2001) it originated from. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

"Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover": Clarification to Crossley et al. (2007).

Reports an error in "Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover" by Craig D. Crossley, Rebecca J. Bennett, Steve M. Jex and Jennifer L. Burnfield (Journal of Applied Psychology, 2007[Jul], Vol 92[4], 1031-1042). In the article, the authors published a seven-item measure of Global Job Embeddedness rated on a 5-point agreement scale (1 = strongly disagree, 5 = strongly agree). Critical to job embeddedness theory and measures, this construct is designed to capture both organization and community factors that work together to embed or enmesh people in their current job and organization. Although they used instructions that ensured participants would consider both work and nonwork factors, these instructions were unintentionally omitted from the original published article. These instructions are included in the erratum, along with original items. Researchers are encouraged to use these instructions when using this scale. (The following abstract of the original article appeared in record 2007-09571-011.) Recent research on job embeddedness has found that both on- and off-the-job forces can act to bind people to their jobs. The present study extended this line of research by examining how job embeddedness may be integrated into a traditional model of voluntary turnover. This study also developed and tested a global, reflective measure of job embeddedness that overcomes important limitations and serves as a companion to the original composite measure. Results of this longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover. Results also found that job embeddedness interacted with job satisfaction to predict voluntary turnover, suggesting that the job embeddedness construct extends beyond the unfolding model of turnover (T. R. Mitchell & T. W. Lee, 2001) it originated from. (PsycINFO Database Record (c) 2011 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.     

Intermediate linkages in the relationship between job satisfaction and employee turnover.

The relationship between job satisfaction and turnover is significant and consistent, but not particularly strong. A more complete understanding of the psychology of the withdrawal decision process requires investigation beyond the replication of the satisfaction–turnover relationship. Toward this end, a heuristic model of the employee withdrawal decision process, which identifies possible intermediate linkages in the satisfaction–turnover relationship, is presented. Previous studies relevant to the hypothesized linkages are cited, and possible avenues of research are suggested. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Predicting employee life satisfaction: A coherent model of personality, work, and nonwork experiences, and domain satisfactions.

This study examined a theoretical model that linked neuroticism, extraversion, daily hassles and uplifts in both work and nonwork domains, job satisfaction, and nonwork satisfaction to overall life satisfaction. Structural equation analyses were conducted on 3 waves of data obtained from 479 police officers. It was found that job satisfaction and nonwork satisfaction made independent contributions to overall life satisfaction, but there was no significant relationship between work experiences and nonwork satisfaction, nor between nonwork experiences and job satisfaction. These findings support a segregation model rather than a spillover model of the links between the work and nonwork domains of employees' lives. Moreover, the total effects showed that life satisfaction was determined, in order of importance, by nonwork satisfaction, neuroticism, nonwork hassles, job satisfaction, nonwork uplifts, extraversion, work hassles, and work uplifts. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Relationship Between Employee Job Change and Job Satisfaction: The Honeymoon-Hangover Effect.

Recent research suggests that the turnover process is not fully captured by the traditional sequential model relating job dissatisfaction to subsequent turnover. The present study contributes to this research by modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process. Specifically, the authors hypothesized that low satisfaction would precede a voluntary job change, with an increase in job satisfaction immediately following a job change (the honeymoon effect), followed by a decline in job satisfaction (the hangover effect). Though this pattern is suggested in the literature, no prior research has integrated and tested this complete temporal model within individuals. Findings based on a sample of managers supported the proposed honeymoon-hangover effect. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A vacation from work: Changes in work and nonwork outcomes.

Compared pre- and postvacation measures in 6 areas: job satisfaction, job involvement (measured as central life interest [JIC] and as importance of performance to self-esteem), organizational commitment, turnover intention, and life satisfaction. Responses obtained from 92 female and 36 male employees (mean age 39 yrs) in technical, administrative, clerical, and service positions 1 wk prior to and 1 wk following their vacations indicate that the vacation had a significant overall effect on the variables studied, even with sex, education, income, and occupational prestige included as covariates. Specifically, JIC decreased and both life satisfaction and turnover intention increased. Hierarchical regression analyses indicated that vacation satisfaction and an interaction term involving the prevacation measure and vacation satisfaction increased the predictability of the postvacation measure by 7% in 2 cases: life satisfaction and job satisfaction. Length of vacation did not contribute significantly to the prediction of any of the postvacation variables. The decrease in JIC is discussed in terms of the relative salience of work and nonwork domains and the allocation of psychological resources. Overall, the results are viewed as supporting an open-systems model of organizational behavior. (75 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Happy, healthy, and productive: The role of detachment from work during nonwork time.

Mentally distancing oneself from work during nonwork time can help restore resources lost because of work demands. In this study, we examined possible outcomes of such psychological detachment from work, specifically well-being and job performance. Although employees may need to mentally detach from work to restore their well-being, high levels of detachment may require a longer time to get back into “working mode,” which may be negatively associated with job performance. Our results indicate that higher levels of self-reported detachment were associated with higher levels of significant other-reported life satisfaction as well as lower levels of emotional exhaustion. In addition, we found curvilinear relationships between psychological detachment and coworker reported job performance (task performance and proactive behavior). Thus, although high psychological detachment may enhance employee well-being, it seems that medium levels of detachment are most beneficial for job performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationship of work to nonwork.

Explored the relationship between work and nonwork experiences in a survey of 139 employees from an electronics firm and a broadcasting company. Respondents were asked to describe both work and nonwork according to dimensions employed in the Job Diagnostic Survey. Measures of physical and psychological stress developed by M. Patchen (1970) and measures of nonwork and job satisfaction based on the Faces scale were also obtained. Absenteeism data were derived from company records. A positive relationship was found between work and nonwork summary scores, supporting a spillover model of the work–nonwork relationship. Results indicate that the nonwork score was more highly related to stress and absenteeism than was the work score. However, the work score was more highly related to job satisfaction, and the nonwork score more highly related to nonwork satisfaction. The influence of nonwork factors on job-related responses is discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Conscientiousness and reactions to psychological contract breach: A longitudinal field study.

[Correction Notice: An erratum for this article was reported in Vol 95(5) of Journal of Applied Psychology (see record 2010-18410-006). Six correlations in Table 1 on page 1187 are incorrectly reported. A corrected table is presented in the erratum, with corrected values in bold.] The authors examined the role of employee conscientiousness as a moderator of the relationships between psychological contract breach and employee behavioral and attitudinal reactions to the breach. They collected data from 106 newly hired employees within the 1st month of employment (Time 1), 3 months later (Time 2), and 8 months after Time 1 (Time 3) to observe the progression through contract development, breach, and reaction. Results suggest that conscientiousness is a significant moderator for 4 of the 5 contract breach-employee reaction relationships examined (turnover intentions, organizational loyalty, job satisfaction, and 1 of 2 facets of job performance). Specifically, employees who were lower in conscientiousness had more negative reactions to perceived breach with respect to turnover intentions, organizational loyalty, and job satisfaction. In contrast, employees who were higher in conscientiousness reduced their job performance to a greater degree in response to contract breach. Future research directions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Examining the job search–turnover relationship: The role of embeddedness, job satisfaction, and available alternatives.

This study examined factors that may help explain under what conditions employee job search effort may most strongly (or weakly) predict subsequent turnover. As predicted, the job search–turnover relationship was stronger when employees had lower levels of job embeddedness and job satisfaction and higher levels of available alternatives. These findings suggest that there may be a number of factors interacting to influence employees' turnover decisions, indicating greater complexity to the process than described in prominent sequential turnover models. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Emotional exhaustion as a predictor of job performance and voluntary turnover.

Recent research suggests that a better understanding of emotional exhaustion requires the development of new theoretical perspectives. To that end, with the conservation of resources model (COR) as the theoretical framework, the present 1-year longitudinal study was undertaken. Composed of 52 social welfare workers, this research examined the relationship of emotional exhaustion to job satisfaction, voluntary turnover, and job performance. Positive affectivity (PA) and negative affectivity (NA) were used as control variables. Whereas emotional exhaustion was unrelated to job satisfaction, it was associated with both performance and subsequent turnover. In addition, the relationship between emotional exhaustion and performance and also between emotional exhaustion and turnover remained significant above and beyond the effects of PA and NA. Future research directions and implications of the findings are introduced. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

"Conscientiousness and reactions to psychological contract breach: A longitudinal field study": Correction to Orvis, Dudley, & Cortina (2008).

Reports an error in "Conscientiousness and reactions to psychological contract breach: A longitudinal field study" by Karin A. Orvis, Nicole M. Dudley and Jose M. Cortina (Journal of Applied Psychology, 2008[Sep], Vol 93[5], 1183-1193). Six correlations in Table 1 on page 1187 are incorrectly reported. A corrected table is presented in the erratum, with corrected values in bold. (The following abstract of the original article appeared in record 2008-12803-015.) The authors examined the role of employee conscientiousness as a moderator of the relationships between psychological contract breach and employee behavioral and attitudinal reactions to the breach. They collected data from 106 newly hired employees within the 1st month of employment (Time 1), 3 months later (Time 2), and 8 months after Time 1 (Time 3) to observe the progression through contract development, breach, and reaction. Results suggest that conscientiousness is a significant moderator for 4 of the 5 contract breach-employee reaction relationships examined (turnover intentions, organizational loyalty, job satisfaction, and 1 of 2 facets of job performance). Specifically, employees who were lower in conscientiousness had more negative reactions to perceived breach with respect to turnover intentions, organizational loyalty, and job satisfaction. In contrast, employees who were higher in conscientiousness reduced their job performance to a greater degree in response to contract breach. Future research directions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

How different survey techniques can impact consultant recommendations: A scientist-practitioner study comparing two popular methods.

Very little research has compared how consultant survey methods may result in different recommendations for change. This study compared the job satisfaction method to the reason method to understand employee turnover motives. To control for content, measures from both methods were applied to the same attribute categories, such as job pay, the work itself, and job security. Results indicated that the reason approach demonstrated considerably more predictive validity than the job satisfaction approach and provided unique insight into specific turnover motives (e.g., salary and supervisor relationships). These results directly impacted subsequent intervention choices of the client. Results suggest that consultants can generate even better recommendations for clients if they include reason scales in their survey-based projects. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Performance as a moderator of the job satisfaction–turnover relationship.

Examined the effects of job satisfaction and rated job performance on voluntary turnover among 295 hospital employees (approximate average age 35 yrs). Measures of job satisfaction were obtained from Ss, independent performance ratings by superiors were obtained from company records, and voluntary turnover data were collected 1 yr after administration of the questionnaire. With the use of subgroup analysis and moderated regression, it was found that employee performance ratings significantly moderate the job satisfaction–turnover relationship. Results suggest that satisfaction level represents a greater influence for low performers than for high performers on the decision to stay in a job. (7 ref) (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)