| Abstract: | Examined the job performance of 420 credit managers (mean age at hiring 25 yrs) from a large finance company who either quit their job, were fired, or were promoted to a higher position in the company. Six biographical variables and 12 performance appraisal scores accumulated from data in employee files were used in a cross-validated multiple discriminant analysis to predict membership in the 3 classification groups. Results reveal a systematic relation between the performance appraisal variables and the classification groups: The performance of promoted Ss was significantly superior to that of Ss who quit, which in turn was significantly superior to the performance of the fired Ss. 18 discriminating variables accounted for a 46.7% hit rate in group membership. Findings are discussed in the context of research on performance antecedents of voluntary and involuntary turnover, as well as the feedback properties of performance appraisal information. It is suggested that no single performance–turnover relation exists. (14 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved) |
