Relationships Among Employee Perception of Their Manager’s Behavioral Integrity, Moral Distress, and Employee Attitudes and Well-Being

Hypothesized relationships among reports by employees of moral distress, their perceptions of their manager’s behavioral integrity (BI), and employee reports of job satisfaction, stress, job engagement, turnover likelihood, absenteeism, work-to-family conflict, health, and life satisfaction were tested using data from the 2008 National Study of the Changing Workforce (n = 2,679). BI was positively related to job satisfaction, job engagement, health, and life satisfaction and negatively to stress, turnover likelihood, and work-to-family conflict, while moral distress was inversely related to those outcomes. The magnitudes of relationships with job satisfaction, job engagement, and life satisfaction were greater with BI than with moral distress. Moral distress mediated the relationships between BI and the employee outcomes, supporting the view that employee’s perceptions of their manager’s BI might influence the employee’s behaviors as well as their attitudes.     

Error management culture: impact on cohesion,stress, and turnover intentions

An error management culture involves organizational practices related to communicating about errors, sharing error knowledge, quickly detecting and handling errors, and helping in error situations. Building on error management research, this study examined the influence of organizational error management culture on the turnover intentions of frontline service employees. The study also investigated the underlying mechanism that links this culture with turnover intentions. Data were collected from 345 frontline employees of hotels in Turkey. Structural Equation Modeling results revealed that employee perceptions of organizational error management culture have a direct and significantly negative impact on their turnover intentions. Furthermore, results showed that this relationship is mediated through perceived group cohesion and work stress. Using the job demands-resources model as a theoretical framework, this study revealed that organizational error management culture leads to increased group cohesion; increased group cohesion lowers work stress; and lower work stress lowers turnover intentions. This study contributes to the services management literature by demonstrating how organizational error management culture impacts employee turnover intentions.     

Individual Moral Development and Ethical Climate: The Influence of Person–Organization Fit on Job Attitudes

This research examines how the fit between employees moral development and the ethical work climate of their organization affects employee attitudes. Person–organization fit was assessed by matching individuals' level of cognitive moral development with the ethical climate of their organization. The influence of P–O fit on employee attitudes was assessed using a sample of 304 individuals from 73 organizations. In general, the findings support our predictions that fit between personal and organizational ethics is related to higher levels of commitment and job satisfaction and lower levels of turnover intent. Ethical P–O fit was related to higher levels of affective commitment across all three ethical climate types. Job satisfaction was only associated with ethical P–O fit for one of the three P–O fit variables and turnover intentions were significantly associated with two of the ethical P–O fit variables. The most consistent effect was found for the Conventional – Caring fit variable, which was significantly related to all three attitudes assessed. The weakest effect was found for the Preconventional – Instrumental fit variable, which was only predictive of affective commitment. The pattern of findings and implications for practice and future research are discussed.     

Ethical Pressure, Organizational-Professional Conflict, and Related Work Outcomes among Management Accountants

This study examines the effects of ethical pressure on management accountants' perceptions of organizational-professional conflict, and related work outcomes. It was hypothesized that organizational pressure to engage in unethical behavior would increase perceived organizational-professional conflict, and that this perceived conflict would reduce organizational commitment and job satisfaction, and increase the likelihood of employee turnover. A survey was mailed to a random sample of Certified Management Accountants to assess perceptions of the relevant variables. The results of a structural equations model indicated that, as hypothesized, ethical pressure was associated with higher levels of perceived organizational-professional conflict. Also as hypothesized, higher levels of conflict were associated with lower levels of organizational commitment and job satisfaction. Finally, lower levels of commitment and satisfaction were associated with higher turnover intentions.     

中国背景下雇员主动离职模型的探索和验证研究

By collecting a nationwide sample, the model of employee voluntary turnover in China is explored. There are three conclusions: 1. there exist significant correlation between any two variables including salary, job involvement, interpersonal support, job satisfaction, organizational commitment and turnover intention; 2. job involvement, interpersonal support and salary predict significantly organizational commitment, and interpersonal support and salary predicted significant job satisfaction; 3. job satisfaction can predict significantly turnover intention.     

Reducing employee turnover intention: a customer relationship management perspective

Research examining ways to prevent employee turnover has observed varied and often inconsistent findings, yet this remains a challenge to many firms, particularly call centers. This study therefore examines the impact of customer relationship management (CRM) dimensions on employee job satisfaction and intention to quit. A two-step methodological approach utilizing data from the Malaysian call center industry was used. The study conducted preliminary qualitative investigations (from literature and a focus group), and survey data were then used to test the conceptual model via structural equation modeling. The findings establish that a properly initiated and implemented CRM strategy will engender employee job satisfaction thereby resulting in significantly reduced intention to quit. The study identifies the key CRM dimensions that can be useful for call center managers in enhancing employee job satisfaction and averting employee turnover intentions. Implications for marketing theory and practice as well as areas for future research are discussed.     

Corporate Ethical Values,Group Creativity,Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response

A corporate culture strengthened by ethical values and other positive business practices likely yields more favorable employee work responses. Thus, the purpose of this study was to assess the degree to which perceived corporate ethical values work in concert with group creativity to influence both job satisfaction and turnover intention. Using a self-report questionnaire, information was collected from 781 healthcare and administrative employees working at a multi-campus education-based healthcare organization. Additional survey data was collected from a comparative convenience sample of 127 sales and marketing employees working for a variety of firms operating in the south-central United States. The results indicated that group creativity and corporate ethical values were positively related, and that both variables were associated with increased job satisfaction. Conversely, corporate ethical values and job satisfaction were associated with decreased turnover intention. Sales managers should create work cultures that precipitate increased ethical values and group creativity, and suggestions about how they may institutionalize these factors are provided.     

Supervisor–Subordinate Guanxi and Employee Work Outcomes: The Mediating Role of Job Satisfaction

In this study, we attempt to explain the divergent results found in the relationships between supervisor–subordinate guanxi and employee work outcomes. Specifically, we propose that the relationships between supervisor–subordinate guanxi and participatory management, turnover intentions, and organizational commitment are mediated by job satisfaction. Based on the data collected from a sample of 196 employees of three local manufacturing firms in Zhejiang Province, China, we found that job satisfaction fully mediated the effects of supervisor–subordinate guanxi on participatory management and intentions to leave, but partially mediated the relationship between supervisor–subordinate guanxi and organizational commitment. Theoretical and practical implications are discussed.     

Differences in Turnover Predictors between Multilevel and Single Level Direct Selling Organizations

Turnover among its salespeople is a significant issue for direct selling firms because attrition impacts the size and continuity of revenue generation by a firm's sales force. While turnover rates in direct selling are high overall, turnover rates and intentions to quit differ significantly between multilevel (ML) and single level (SL) forms of direct selling organizations. This study examines whether specific demographic and behavioural/attitudinal characteristics of direct salespeople correspond to differences in turnover between ML and SL salespeople. For many demographic variables there are significant differences between ML and SL salespeople, but none of these differences correspond to differences in quitting intentions. There are also significant differences between ML and SL salespeople on the behavioural and attitudinal variables studied. Analysis revealed that the relationship between some of these variables and quitting intentions differed substantially between ML and SL salespeople. These variables included job satisfaction, organizational commitment, perceived image of direct selling in the marketplace, and the importance of the job characteristics of work rewards and career growth. Specific managerial implications follow from these findings.     

顾客参与对员工工作满意的影响研究——基于角色理论视角

顾客参与会导致顾客满意,这是被许多学者证实的事实。然而,顾客参与是否也有利于员工工作满意呢?梳理相关文献发现,有关顾客参与与员工工作满意关系的研究并不多,而且结论也不一致。因此,文章基于角色理论视角,引入角色压力、角色导向和角色替代三个变量,系统研究了顾客参与对员工工作满意的影响。文章最后讨论了研究的理论贡献和管理贡献,并指出了未来研究的方向。     

Perceived Behavioral Integrity: Relationships with Employee Attitudes, Well-Being, and Absenteeism

Relationships between the behavioral integrity of managers as perceived by employees and employee attitudes (job satisfaction and life satisfaction), well-being (stress and health), and behaviors (absenteeism) were tested using data from the 2002 National Study of the Changing Workforce (n = 2,820). Using multivariate and univariate analysis, perceived behavioral integrity (PBI) was positively related to job and life satisfaction and negatively related to stress, poor health, and absenteeism. The effect size for the relationship with job satisfaction was medium-to-large while the effect sizes with respect to the other variables were small-to-medium. There was no support for the hypotheses that women would perceive lower levels of behavioral integrity and that the strength of the relationships between PBI and the outcomes variables would be stronger among women than among men.     

The Moderating Effect of the Boundary Spanning Role on Perceived Supervisory Support: A Meta-Analytic Review

This article is a meta-analytic study examining the moderating effect the boundary spanning role has on the relationship between perceived supervisory support (PSS) and other important constructs within the marketing domain, including: job satisfaction, organizational commitment, performance, and turnover intentions. There was a positive relationship between PSS and every construct except turnover intentions, which was negative. Along with this, three out of the four relationships were stronger for boundary spanners as compared to non-boundary spanners. Overall, managers aimed at meeting organizational objectives (e.g. performance; turnover) should provide supervisory support to boundary spanning employees.     

Effect of newcomer socialisation on organisational commitment,job satisfaction,and turnover intention in the hotel industry

The academic literature features organisational socialisation as playing a crucial role in the early stages of newcomer employment. During this assimilation stage, newcomers adapt to a new workplace more effectively if socialisation is encouraged. It has been found that socialisation minimises the negative effects of unmet expectations on overall organisational effectiveness, including employee turnover – an issue that has become a considerable problem for many hotels. Extending this logic, this study aims to understand socialisation by specifically assessing whether turnover is determined by employees' beliefs about job satisfaction and individual commitment to an organisation and the hotel profession in general. The study of 428 respondents from 61 international tourist hotels in Taiwan implies that social interaction enables organisations to gain, from an increase in commitment to the organisation, job satisfaction and a decrease in newcomers' intent to leave the hotel profession. Two major contributions to the existing literature result (a) commitment to the organisation plays a dominant role in employee turnover intent and (b) job satisfaction is a powerful method of reinforcing individual commitment to the organisation.     

How does workplace harassment influence the employees’ response in a deluxe hotel?

Recently, workplace harassment in the form of superiors abusing their power over subordinates has emerged as a social problem. In the deluxe hotel work environment, dealing with this issue starts by asking whether harassment by a superior has taken place – and if so, how it has influenced subordinates’ responses. The purpose of this study was to measure the perception of workplace harassment among employees and to explain the relationships between workplace harassment and employee engagement, satisfaction, burnout, and turnover intent in deluxe hotels in South Korea. The results showed that verbal aggression had a significant negative effect on employee engagement, while isolation, disrespectful behavior, and physical aggression exacerbated employee burnout. In addition, employee engagement significantly enhanced job satisfaction, while burnout increased employees’ turnover intent. Limitations and future research directions are also discussed.     

An Investigation of Moral Values and the Ethical Content of the Corporate Culture: Taiwanese Versus U.S. Sales People

An empirical study using two ethics-related and three sales force outcome variables was conducted in Taiwan and compared to an existing U.S. sample. Across the two national cultures, individual perceptions of corporate ethics appears to be a more direct determinant of organizational commitment than individual moral values. Differences between the two national cultures were found in ethics perception as it relates to moral values, job satisfaction, and turnover intention. Explanations for the differences are discussed.     

Formal Development Opportunities and Withdrawal Behaviors by Employees in Small and Medium‐Sized Enterprises

This study explores direct and indirect relationships between involvement in formal training and development events, employee attitudes and withdrawal responses including turnover intentions and neglectful behavior for those employed in small and medium‐sized enterprises (SMEs). Questionnaire data were obtained from 185 staff employed in a diverse range of SMEs. Our results suggest that employees that participate in more training and development events are less likely to be considering leaving their employer and less likely to engage in neglectful behavior. However, the analysis revealed that the effects of participation in formal training and development are fully mediated by perceptions of organizational support and job satisfaction. In contrast to results from studies in large organizations, affective commitment was not found to be an influential determinant of employee exit intentions or neglect.     

The influence of ethical climate on marketing employees' job attitudes and behaviors

In this study, two data sets were used to test the validity of the Babin, Boles, and Robin (Babin BJ, Boles JS, Robin DP. Representing the perceived ethical work climate among marketing employees. J Acad Mark Sci 2000;28(3):345-358.) measure of ethical work climate and its relationship with role stress, pay satisfaction, supervisor satisfaction, organizational commitment, performance, and turnover. The results indicated that ethical work climate is a multidimensional construct and that its dimensions influence marketing employees' job attitudes and job behaviors. Facets of job satisfaction and organizational commitment mediated the relationship between ethical work climate and turnover intentions and turnover.     

Impact of fit,involvement, and tenure on job satisfaction and turnover intention

This study examined the interactive effects of need–supplies fit, job involvement, and job tenure on service sector employees' job satisfaction and turnover intention in Turkey. Survey data collected from 252 employees who worked in three different banks and one logistics company operating in Istanbul, Turkey, confirm the three-way interaction in predicting employees' turnover intention. In particular, the effect of needs–supplies fit on turnover intention was found to be more strongly positive for longer tenured, highly involved employees. Results also reveal that while the three-way interaction does not predict job satisfaction, the two-way interaction between needs–supplies fit and job involvement is significant. Specifically, needs–supplies fit had a stronger effect on the job satisfaction of highly job-involved employees than those with lower levels of involvement. Certain implications of these results, as well as avenues for future research, are discussed.     

“80后”员工组织支持感对离职倾向的影响研究

采用问卷调查法以及验证性因素分析、偏相关分析和分层多元回归分析等统计方法,探讨"80后"员工的组织支持感对其离职倾向的影响作用进行分析,并在影响作用方面与工作满意度方面进行了比较。结果表明,"80后"员工的组织支持感呈多维结构,可分为工具性支持感、情感性支持感、利益性支持感、价值性支持感和发展性支持感五个维度。"80后"员工的组织支持感总体对其离职倾向有显著的负向影响作用,并且单独地、利益性和发展性支持感对离职倾向具有显著的负向影响作用。"80后"员工的组织支持感比工作满意度对其离职倾向有更强的影响作用。     

Work-Related Behavioral Intentions in Macedonia: Coping Strategies, Work Environment, Love of Money, Job Satisfaction, and Demographic Variables

Based on theory of planned behavior, we develop a theoretical model involving love of money (LOM), job satisfaction (attitude), coping strategies/responses (perceived behavioral control), work environment (subjective norm), and work-related behavioral intentions (behavioral intention). We tested this model using job satisfaction as a mediator and sector (public versus private), personal character (good apples versus bad apples), gender, and income as moderators in a sample of 515 employees and their managers in the Republic of Macedonia. For the whole sample, both coping strategies and helpful work environment were related to high job satisfaction. The relationship between work environment and job satisfaction was the strongest link in all subsequent analyses. High LOM is associated with unfavorable work environment for employees in the private sectors and people with low income and is positively associated with coping strategies for bad apples. A favorable work environment was related to less corrupt intent for people in the public sectors, good apples, and with low income, but not for their counterparts. Coping strategies were related to high job satisfaction for males, but not for females. Our counterintuitive results showed that bad apples?? high LOM was related to low corrupt intent. Our theoretical model sheds new light and provides novel theoretical, empirical, and practical implications to Macedonian managers?? corrupt intent.