Retention,turnover and return – a longitudinal study of allied health professionals in Britain

Problems of retention and turnover of allied health professionals are under-researched. A longitudinal (two-year) study of four allied health professions (AHPs) in the British health-care system sampled from three categories – stayers, leavers and returners. Qualitative data identified respondents' (n = 1925) own reasons for staying within the National Health Service (NHS), leaving it or returning to it. Data at the second stage of the study (n = 719) additionally identified reasons for staying in non-NHS employment. Responses show key differences among stayers, leavers and returners for their employment choice decisions. Differences between AHPs in the NHS and those working outside it are also identified. Longitudinal data revealed the influence of the changing employment context on employment choice decisions. Findings are related to the policy context and relevant theoretical literature. Recommendations for future research, particularly focusing on stayers so as to enhance retention strategies, are made.     

Are Short‐lived Jobs Stepping Stones to Long‐Lasting Jobs?*

This article assesses whether short‐lived jobs (lasting one quarter or less and involuntarily ending in unemployment) are stepping stones to long‐lasting jobs (enduring 1 year or more) for Belgian long‐term unemployed school‐leavers. We proceed in two steps. First, we estimate labour market trajectories in a multi‐spell duration model that incorporates lagged duration and lagged occurrence dependence. Second, in a simulation we find that (fe)male school‐leavers accepting a short‐lived job are, within 2 years, 13.4 (9.5) percentage points more likely to find a long‐lasting job than in the counterfactual in which they reject short‐lived jobs.     

The effect of autonomy,training opportunities,age and salaries on job satisfaction in the South East Asian retail petroleum industry

South East Asian petroleum retailers are under considerable pressure to improve service quality by reducing turnover. An empirical methodology from this industry determined the extent to which job characteristics, training opportunities, age and salary influenced the level of job satisfaction, an indicator of turnover. Responses are reported on a random sample of 165 site employees (a 68% response rate) of a Singaporean retail petroleum firm. A restricted multivariate regression model of autonomy and training opportunities explained the majority (35.4%) of the variability of job satisfaction. Age did not moderate these relationships, except for employees >21 years of age, who reported enhanced job satisfaction with additional salary. Human Capital theory, Life Cycle theory and Job Enrichment theory are invoked and explored in the context of these findings in the South East Asian retail petroleum industry. In the South East Asian retail petroleum industry, jobs providing employees with the opportunity to undertake a variety of tasks that enhanced the experienced meaningfulness of work are likely to promote job satisfaction, reduce turnover and increase the quality of service.     

Labor Market Effects from Involuntary Job Losses in Layoffs, Plant Closings: The Role of Human Capital in Facilitating Reemployment and Reduced Wage Losses

Abstract . Wage loss and reemployment following involuntary Job loss are examined, using a nationally representative sample of young men and women in their late twenties. Workers with increased human capital are less likely to suffer wage loss and unemployment after job termination. Workers characterized as having little commitment to the labor market—low skill levels, clerical and sales workers, females, and low contributors to family income—are more likely to suffer unemployment and wage loss after job loss. This suggests that human capital characteristics serve as a signal of desirable, or undesirable, worker traits to a new firm.     

Investment in staff development within an emergency services organisation: comparing future intention of volunteers and paid employees

Path models were evaluated to explore the impact of job satisfaction as mediator of the relationship between perceived investment in employee development (PIED) and the adequacy and availability of training on turnover intention. Models were compared for volunteers (n = 2,306) and paid employees (n = 274) within the one emergency services organisation. Results indicated that job satisfaction mediated the relationship between PIED and intention to stay for both volunteers and paid employees. PIED was a stronger predictor of job satisfaction for paid employees, while support and recognition was a stronger predictor of job satisfaction for volunteers. Results highlight the indirect role of PIED on turnover intentions. Findings also support the notion of tailored employee development programmes that enhance job satisfaction. Further, PIED may be more salient to the turnover intentions of paid employees, while support and recognition may be a key motivator of volunteers' ongoing commitment to the organisation.     

LIFE STYLE-WORK GROUP STRUCTURE-TASK CONGRUENCE AND JOB SATISFACTION AND PERFORMANCE: A THREE-DIMENSIONAL CONTINGENCY MODEL

A Three -Dimensional contingency‘theory’of organizational behaviour was used to predict job satisfaction and performance in a sample of registered representatives of a national securities firm. Contingency variables composed of individual life style orientation, perceived work group structure and perceived job complexity did not predict a significant amount of variance in the dependent measures. Cautions concerning the assumed universal superiority of contingency predictors over simpler formulations are discussed.     

Evidence of Sex Discrimination: In Similar Populations, Men Are Paid Better Than Women

A bstract . Nationally women earn only 60 percent of the salary income earned by men. Numerous uncontrolled factors, however, might cause such sex-related differences in salary. In this study, certain factors usually uncontrolled are controlled with the choice of sample populations and by using multidimensional contingency table analysis. The samples consisted of male graduates of University of Hawaii College of Business (n = 311) and female graduates of that college (n = 94). In this comparison, women earned 81 percent of the salary earned by men, although, by the usual measures their backgrounds were similar. Factors of ethnicity, type of job taken, participation rate , and college major did not explain the salary differences between men and women. From this it is inferred that the difference arises from sex discrimination.     

Investigating the incremental validity of employee engagement in the prediction of employee effectiveness: A meta-analytic path analysis

The current study used meta-analytic estimates and path analysis to examine whether the construct of employee engagement (EE) shows incremental validity in the prediction of employee effectiveness (a broad measure of performance-related behaviors) over other job attitudes such as job satisfaction, job involvement, and organizational commitment. Meta-analytic estimates between EE and various employee effectiveness indicators were computed from 49 published correlations representing a total of 22,090 individuals. We combined these estimates with published meta-analytic estimates between employee effectiveness and job attitudes to produce a meta-matrix representing 1,161 unique correlations. Using this meta-matrix, a series of path model comparisons produced two results: (1) EE bears low to moderate incremental validity over individual job attitudes (R² change of 0.02 to 0.06), and (2) EE bears low incremental validity over a higher-order job attitude construct representing the combination of other job attitudes in the prediction of a higher-order employee effectiveness construct (R² change of 0.01). Given the brevity of popular EE measures, the results suggest EE is better conceptualized as a higher-order measure of job attitudes that is an effective and concise predictor of employee effectiveness.     

Structural Determinants of Job Satisfaction and Organizational Commitment in Turnover Models

Using Meta-Analytical Structural Equation Modeling (SEM), the relationships between structural determinants of job satisfaction and organizational commitment were investigated in the context of contemporary turnover models. Data for this study were obtained from nine empirical studies conducted under the direction of James L. Price and Charles W. Mueller at the University of Iowa. The results suggest that only three structural determinants (distributive justice, promotional chances, and supervisory support) are directly related to organizational commitment over and above their impact on job satisfaction. The effect size of these direct links, however, is small in that they are not detectable in smaller samples (e.g., n=244). On the other hand, most structural determinants are directly related to job satisfaction. The notable exception is the amount of pay employees received which is not related to either job satisfaction or organizational commitment. These findings and implications for future turnover research are discussed.     

THE EFFECTS OF EMPLOYEE OWNERSHIP ON EMPLOYEE ATTITUDES: AN INTEGRATED CAUSAL MODEL AND PATH ANALYSIS*

Research on employee-owned organizations to date has utilized alternative theoretical perspectives and has examined varying attitudinal outcomes. This study reviews previous research and attempts to integrate the findings into a causal model that combines the results of prior studies. the resulting causal model was tested empirically with a sample (N= 181) of employees from a firm that adopted an employee ownership programme. Financial value of the ESOP was positively related to satisfaction with the ESOP plan, but was not related to other attitudinal variables. Perceived influence from ownership was positively related to ESOP satisfaction, job satisfaction, and organizational commitment. ESOP satisfaction, job satisfaction, and organizational commitment were negatively related to turnover intention. ESOP satisfaction and turnover intention were related to actual employee turnover behaviour over an extended time period.     

Job security as a threatened resource: reactions to job insecurity in culturally distinct regions

As downsizing and restructuring have become global phenomena, the impact of job insecurity on employee attitudes has received significant attention. However, research examining the role of cultural dimensions has been largely unexplored. Drawing on the conservation of resources theory, we investigated whether the relationships between both quantitative job insecurity (i.e. the perceived threat of job loss) and qualitative job insecurity (i.e. the perceived threat of losing valued job features) and employee attitudes (job satisfaction and turnover intention) differ in culturally distinct regions. This was examined using representative employee samples from two regions of Switzerland which differ in societal practices uncertainty avoidance and performance orientation: the German-speaking (n = 966) and the French-speaking (n = 307) regions. Our research indicates that whereas the relationship between quantitative job insecurity and turnover intention is stronger in the French-speaking region where there is higher societal practice uncertainty avoidance, the relationship between qualitative job insecurity and job satisfaction is stronger in the German-speaking region where there is higher societal practice performance orientation.     

An Explanation of Differences Between Government Offices in Employees' Organizational Citizenship Behaviour

Abstract

Organizational citizenship behaviour (OCB) includes employees' discretionary actions not explicitly recognized by formal reward systems that in the aggregate promote the effective functioning of the organization (Organ, 1988 Organ, D.W. 1988. Organizational Citizenship Behavior: The Good Soldier Syndrome, Lexington, MA: Lexington. [Crossref] , [Google Scholar]). The present study was the first group-level investigation of OCB antecedents in governmental organizations using the office or bureau, not the government employee, as the primary unit of analysis. The hypotheses foundational to the investigation posited that aggregate employee perceptions of the importance and challenge of work assigned in an office would predict, in part, the degree of overall job satisfaction, and that all three variables would be associated with the level of OCB reported in an office. The present study was conducted with an organizational survey of all employees in geographically dispersed offices of a state government agency. Altogether 2136 usable questionnaires were returned for an overall response rate of 82 per cent and subsequently partitioned into sixty-five distinct office groups. Results based on a multivariate path model suggested that the overall levels of job importance and job challenge in an office had positive relationships with collective job satisfaction and explained over two-thirds of the variability observed. Job satisfaction did not fully mediate the connection of work importance and work challenge to OCB; all three independent measures were linked directly to the amount of OCB reported in these offices (R ² = .45). One important implication of the study is that OCB may serve as a compensatory mechanism in government offices for the assignment of somewhat inconsequential tasks and responsibilities.     

Relationships of Task Performance and Contextual Performance with Turnover,Job Satisfaction,and Affective Commitment

The effects of task performance and contextual performance on turnover, job satisfaction, and affective organizational commitment were examined for two samples of Air Force mechanics. Supervisor ratings of task performance and contextual performance were obtained in 1992 (N=419) for one sample and in 1993 for the second sample (N=991). In both samples, task performance and contextual performance predicted turnover and job satisfaction in 1996. Task performance predicted reenlistment eligibility and promotion eligibility in the 1992 sample, but only reenlistment eligibility in the 1993 sample. Contextual performance only predicted promotion eligibility in the 1992 sample, but predicted both outcomes in the 1993 sample. Results support the distinction between task performance and contextual performance.     

Effects of job stress on self-esteem,job satisfaction,and turnover intention

ABSTRACT

This study is focused on female inbound call center counselors who are easily exposed to emotional labor when customers express anger and hostility and use swear words toward invisible targets on the phone. Our study is based on 244 responses from female inbound call center counselors. Job stress has a significantly negative effect on job satisfaction and self-esteem. It was shown that self-esteem has a partially mediating effect, and turnover experience had a moderating effect. It is important to shed new light on the roles of self-esteem among determinants of job satisfaction.     

An analysis of the factors affecting the turnover intention of non-managerial clerical staff: a Singapore study

This study examines the factors affecting turnover intention and attempts to construct a turnover prediction model. Sixteen demographic, job satisfaction and job attitude factors are considered in the study. From the three-hundred questionnaires administered, a usable response rate of 36 per cent (i.e., 108 usable questionnaires) was obtained.

Correlation analyses, t-tests and multiple regression were used to analyse the data. The results show that demographic and job attitude factors are not significantly associated with turnover intention. In contrast, job satisfaction factors affect turnover intention significantly. In particular, satisfaction with career future, company identity, kind of work and financial rewards were found to be statistically significant. These four variables are thus included in the final turnover prediction model.     

Disproportionate Black and Hispanic Unemployment in U.S. Metropolitan Areas: The Roles of Racial Inequality, Segregation and Discrimination in Male Joblessness

Abstract . Three common hypotheses about disproportionate Black and Hispanic unemployment among metropolitan males are tested, using data from the 1980 Population and the 1977 Economic Censuses. It is found that Black and Hispanic male unemployment is higher relative to that of Whites where jobs are most suburbanized and the minority population least so. This supports the view that segregation which separates minorities from job location elevates minority unemployment. It is also found that relative levels of Black, but not Hispanic, unemployment correlate positively to the minority percentage in metropolitan populations. This is consistent with the view that potential White gains from discrimination are greater where the Black (but not Hispanic) population is larger. Finally, both Blacks and Hispanics experience more disproportionate unemployment where their percentage of high school graduates is low relative to Whites, though this is less true for areas with larger Black populations. This suggests that job skill differentials also play some role in disproportionate minority unemployment.     

Reducing employee turnover through customer contact center job quality

Despite the rapid growth of customer contact centers (CCCs), high-quality jobs for employees of such centers remain a challenge, as evidenced by the high employee turnover rates in this industry. This study, therefore, conceptualizes and operationalizes a CCC job quality construct to determine its impact on job satisfaction, affective commitment and employee turnover, using a sample of 577 CCC employees of B2C service industry organizations in the Netherlands. An extensive quantitative study using structural equation modeling reveals that CCC job quality has a direct, positive impact on job satisfaction and affective commitment and a strong indirect negative effect on employee turnover. Thus, job quality is crucial for reducing employee turnover rates; this study offers managers clear guidelines on how to improve that quality.     

Examining transformational leadership,job satisfaction,organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees

Leadership, job satisfaction, organizational commitment and trust have become important processes for healthcare management in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. Considering the rapidly changing healthcare technology and higher levels of occupational complexity, healthcare organizations are increasingly in need of engaging in leadership development in any given area of expertise to address ever-changing nature of the industry and the delivery of quality of care while remaining cost-effective and competitive. This paper investigates the perceptions of both public servants and private sector employees (outsourcing) on transformational leadership, organizational commitment, organizational trust and job satisfaction in Turkish healthcare industry. Additionally, the paper analyzes the predictability of organizational commitment based on employee – both public servants (physicians, nurses, administrative personnel and other healthcare professionals) and private sector employees (outsourcing) (auxiliary services such as administrative assistants, security personnel, kitchen, laundry and housekeeping employees) – perceptions of transformational leadership, job satisfaction and organizational trust. Using a survey instrument with items adopted from the transformational leadership inventory (TLI) [Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142], the organizational commitment questionnaire [Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage], the organizational trust inventory (OTI) [Cummings, L. L., & Bromiley, P. (1996). The occupational trust inventory (OTI): Development and validation. In R. Kramer & T. Tyler (Eds.), Trust in organizations: Frontiers of Theory and Research (pp. 302–330). Thousand Oaks, CA: Sage] and job satisfaction survey (JSS) [Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the job satisfaction survey. American Journal of Community Psychology, 13, 693–731], this quantitative study was conducted among 2108 healthcare employees (public servants and private employees) in two large government hospitals in Turkey. The study findings indicate a significant difference between the public servants and private sector employees in terms of their perceptions on two dimensions of transformational leadership (being an appropriate model, providing individualized support), overall transformational leadership and one dimension of job satisfaction (communication). The two dimensions of job satisfaction – operating procedures and communication – as well as organizational trust were the significant predictors of organizational commitment of public servants, whereas the two dimensions of leadership – individualized support and fostering the acceptance – as well as the two dimensions of job satisfaction – promotion and contingent rewards – and organizational trust were the significant regressors of organizational commitment of private sector employees. In addition, there is a significant difference between the predictors of the dimensions of organizational commitment (transformational leadership, job satisfaction and organizational trust) in terms of public servants versus private sector employees. Finally, organizational trust has a significant effect on overall organizational commitment as well as its three dimensions for public servants and private employees.     

Linking job insecurity to well-being and organizational attitudes in Belgian workers: the role of security expectations and fairness

The aim of this study was to investigate how perceptions of job insecurity and fairness associate with individual well-being (job satisfaction and general health) and organizational attitudes (organizational commitment and turnover intention), under the condition that the psychological contract as perceived by the employee includes a promise on job security, or not. More specifically, we suggest that (H1) job insecurity is negatively related to individual well-being and organizational commitment and positively related to turnover intentions when job security is expected as part of the psychological contract, (H2) that job insecurity is negatively related to fairness perceptions when job security is expected as part of the psychological contract, (H3) that fairness associates positively with individual well-being and organizational commitment and negatively with turnover intentions and (H4) that the association between job insecurity, individual well-being and organizational outcomes is mediated by fairness under the condition that job security is expected as part of the psychological contract. Thus, we propose a model of mediated moderation. Results based on a sample of Belgian employees (N = 559) supported our hypotheses for organizational outcomes. For individual well-being, the mediation framework was not conditional upon a perceived promise of job security as part of the psychological contract. We conclude that employees' perceptions of job insecurity and fairness are important factors in employees' well-being and their attitudes towards the organization. More importantly, these perceptions can in part be shaped by organizational agents such as managers and supervisors. Additionally, the active utilization of the psychological contract in management strategies seems to have favourable results for the fostering of pro-organizational attitudes among employees.     

知识型员工工作压力的作用机制探索——以自我效能感为缓冲变量

本文通过问卷调研对在华的357位知识型员工的工作压力源、一般自我效能感、身心健康和工作满意度进行了探索性实证研究。通过多元回归分析发现，不同的工作压力源对员工的个人绩效影响不同，自我效能感在其中的作用也不同。具体为：（1）工作自主性对被试的中枢神经系统紧张状况、总体工作满意度以及薪酬满意度等具有显著的影响，自我效能感对于工作自主性和中枢神经系统紧张的关系有显著的负缓冲作用效果；（2）角色压力仅对总体工作满意度有显著影响，自我效能感积极缓冲着角色压力与被试中枢神经系统紧张状况之间的关系；（3）工作负荷对被试的中枢神经系统紧张状况以及总体工作满意度具有显著影响，自我效能感积极缓冲着角色压力与被试中枢神经系统紧张状况之间的关系；（4）工作决策压力对心理紧张和薪酬满意度具有显著影响，自我效能感在其中没有显著作用。