Transformational leadership,employee turnover intention,and actual voluntary turnover in public organizations

This research seeks to make contributions to the organization-level analysis of voluntary turnover in public organizations. Structural equation modelling is used to explore how transformational leadership makes a difference on employees’ actual quitting behaviour. Moreover, the research provides empirical evidence on the relationship between turnover intention and actual turnover. The findings suggested that transformational leadership not only directly prevents employees from forming intentions to leave but also indirectly does so by cultivating a collaborative culture. Additionally, we found that higher turnover intention leads to higher actual turnover rate, so turnover intention may be a valid proxy of actual turnover behaviour.     

The effects of flexible work practices on employee attitudes: evidence from a large-scale panel study in Germany

We explore the effects of flexible work practices (FWPs) on the work attitudes (job satisfaction and turnover intention) and non-work attitudes (leisure satisfaction and perceived health) of employees based on representative large-scale German panel data. Because unobserved individual characteristics can easily act as confounders, we estimate both pooled ordinary least squares models and individual fixed-effects models. Controlling for time-constant individual heterogeneity, we find that the three considered FWPs – flexitime, sabbaticals, and working from home – significantly increase job satisfaction and that sabbaticals and working from home (but not flexitime) significantly decrease turnover intention. In addition, sabbaticals but not flexitime or working from home significantly increase leisure satisfaction. The effects of FWPs on health are mostly weak and statistically insignificant. Models that do not control for such individual heterogeneity either underestimate the positive effects of FWPs or find detrimental effects. Our findings indicate that organizations in Germany can increase job satisfaction and decrease employee turnover intention by offering FWPs.     

High-performance work practices and nurses’ intention to leave: the mediating role of organizational cynicism and the moderating role of human resource management-related educational background

Recently, an increasing stream of research has examined high-performance work practices in the health care context. In this vein, high-performance work practices have been shown to be related to various employees’ attitudes and behaviors including intention to leave. This study attempted to improve our understanding of the relationship between high-performance work practices and intention to leave by jointly examining mediating and moderating mechanisms. Results from a sample of 299 private nurses supported our moderated mediation model thus demonstrating that organizational cynicism mediated the relationship between high-performance work practices and intention to leave and further that this indirect effect is dependent on nurses’ human resource management-related educational background.     

Unravelling the complexities of high commitment: an employee‐level analysis

Research within HRM has faced criticism for failing to focus adequately on employee experiences of HR practice. In particular, the ‘high‐commitment’ models fail to recognise employee perspectives on HRM, the complexities of the commitment construct and the possibility that organisations configure HR systems in various ways. This paper explores the impact of employee attitudes towards HR practices on affective, continuance and normative commitment, and intention to leave in three organisational contexts. The findings suggest that different HR systems can yield different attitudes towards HR practices, which in turn can impact on different forms of commitment and levels of intention to leave. The findings provide insights into the ways in which organisations manage the commitment process through HR practices and the response by employees to these interventions.     

The influence of workgroup identification on turnover intention and knowledge sharing: the perspective of employees in subsidiaries

Abstract

Turnover intention and knowledge sharing of local employees in multinational enterprise (MNE) subsidiary workgroups have received relatively little attention in IHRM research, yet are central to everyday operation of the organisation. Drawing on optimal distinctiveness theory, we consider the influence of workgroup identification on two important employee attitudes and behaviours, turnover intention and knowledge sharing, by examining the influence of the supervisor on workgroup identification. Participants included 306 employees in an Australian and New Zealand subsidiary of an MNE headquartered in Europe. The results indicate that employees’ tendency to identify with their workgroup is enhanced by the distinctiveness of a supervisor from a different national or cultural group, which in turn leads to decreased turnover intention and increased knowledge sharing among workgroup members. Higher supervisor prototypicality however, that counterbalances distinctiveness through higher inclusion, weakens the mediation effect. An important practical implication of this research is that the HR function could play a valuable role in training or group development to raise supervisors’ and employees’ understanding and management of needs for both inclusion and distinctiveness.     

The interactive effects of organizational and leadership career management support on job satisfaction and turnover intention

In the organizational career management literature, scholars have focused on career management policies, with little attention given to practices that can vary within organizations. And despite its recognized importance, research on the role of leaders in the career management process is also scant. In this study, we investigate the effects of career management practices (OCPs) and leadership career support (LCS) on employee attitudes. Grounded on coping theory, we propose that career support received from line managers can be particularly consequential when OCPs are lacking. We analyze the moderating effects of LCS on the relationship between OCPs and both job satisfaction and turnover intention in a sample of employees from a large Brazilian organization, applying multiple regression analyses. Results showed that OCPs and LCS are positively related to job satisfaction and that OCPs are negatively related to turnover intention. In addition, we confirmed that LCS moderates the relationship between OCPs and both job satisfaction and turnover intention. Finally, we observed that the relationship between OCPs and turnover intention is mediated by job satisfaction. Theoretical and practical implications are discussed.     

The impact of the employee-organization relationship on temporary employees' performance and attitude: testing a Singaporean sample

Following the framework proposed by Tsui et al . (1997), this research paper examines the impact of the employee-organization relationship on temporary employees' job performance, turnover intention, overall job satisfaction, affective commitment, perception of fairness and perception of work options. Data were collected from 191 temporary employees from seven employment agencies in Singapore. Analyses conducted revealed that employee responses do vary under the four types of relationship (quasi-spot contract, under-investment, mutual investment and over-investment). In general, both mutual investment and over-investment relationships were associated with higher levels of performance and more favourable attitudes than either the under-investment or quasi-spot contract. Specifically, temporary employees under the mutual investment and over-investment relationships have better job performance, a higher level of affective commitment to the agency, improved overall job satisfaction, higher perception of fairness, higher perception of work options and lower turnover intentions. Furthermore, these finding were obtained even after controlling for the effects of company tenure and job level on employee performance and attitudes. The results highlight the importance of employee-organization relationships in eliciting the desired temporary employee outcomes. Practical implications were drawn for human resource practitioners and employment agencies on how best to manage temporary employees. Some limitations and suggestions for future research were discussed.     

High and low performers' intention to leave: examining the relationship with motivation and commitment

By studying intrinsic sources of motivation, the current research extends theory development in the motivation and commitment field to examine when employees of varying performance intend to leave their organisation. Based upon a nation-wide study of retail banking employees in one of the largest Australian financial institutions (N = 784), we found that for high-performing employees with either a promotion focus or affective commitment, there was significantly reduced intention to leave. The relationship between affective commitment and intention to leave was not significantly strengthened by increases in promotion focus. Implications for development of theories focused on intrinsic sources of motivation and commitment as well as the practical implications for talent retention are discussed.     

Workgroup Salary Dispersion and Turnover Intention in China: A Contingent Examination of Individual Differences and the Dual Deprivation Path Explanation

The present study generalizes previous pay dispersion research to the Chinese context by examining the cross‐level relationship between workgroup salary dispersion and employee turnover intention contingent on individual differences. Field survey data including annual objective salary and self‐reported attitudes among 370 Chinese employees in 51 organizational workgroups supported our cultural predictions by showing that the relationship between workgroup salary dispersion and turnover intention was positive only among employees with higher rather than lower levels of Chinese traditionality and among those with lower rather than higher salary levels. Furthermore, the results of mediated moderation analyses suggest that a dual‐deprivation path model can explain the above relationships. We discuss the theoretical, cultural, and practical implications of these findings for organizations. © 2015 Wiley Periodicals, Inc.     

Turnover intentions among repatriated employees in an emerging economy: the Indian experience

In the present global environment, liberalization of international trade and the intense international competition, it has become more important for multinational corporations (MNCs) to internationalize their business. In the course of the internationalization, it is imperative that MNCs need to offer their employees the possibility of working abroad (called expatriation). However, studies have shown that when expatriates return to the home organization, called repatriation, it is related to many problems and these problems are not always taken seriously. Therefore, this article describes several repatriation processes undertaken by Indian Information Technology (IT) MNCs and how effective they are at lowering repatriates' turnover intentions. To fulfill this objective, first, the article reviews the literature on turnover intention among repatriates and then an empirical quantitative study is developed with a sample of 292 repatriates who have recently returned to India. The results indicated that the surveyed repatriates believed that perceived support during international assignment and upon return from assignment are two most important variables to increase the repatriate's retention and lack of it thereof was likely to generate unfavorable attitudes toward the company and higher turnover intention.     

Job insecurity,career opportunities,discrimination and turnover intention in post-apartheid South Africa: examples of informative hypothesis testing

The objective of this paper was to investigate differences in male employee experiences in the light of employment equity law and a strong affirmative action drive within present-day South African organizations. This research is important as it can substantiate or invalidate perspectives and beliefs surrounding employment equity issues. A cross-sectional design was used which consisted of a stratified random sample from five corporate organizations (N = 1000). Latent variable modeling with Bayesian estimation was implemented. This paper also demonstrated the use of informative hypothesis testing and subsequent Bayes factors to directly compare the informative hypotheses, in order to show how much more likely one hypothesis is to be the correct hypothesis, compared to the other(s). The results revealed that non-designated (white male) employees experience more job insecurity than their designated (black male) counterparts, but this does not necessarily associate with more turnover intention. It was also found that when designated employees experience less career opportunities, they show more turnover intention. Furthermore, it was shown that designated employees perceive more discrimination, but that this does not associate with more turnover intention. The limitations and future research opportunities are discussed.     

制造型企业员工离职的人口学变量影响因素研究

通过对国内制造型企业管理人员、技术人员和一线员工的人口学变量对离职意向的影响的研究,我们发现性别、婚姻状况、户籍、年龄等人口学变量对员工离职意向的影响因工种不同而存在差异。这三类员工,学历与离职意向均呈正相关关系;但年龄等因素对离职意向的影响,在生产线员工、技术人员和管理人员中的表现不尽相同。     

The effects of internal and external sources of justice on employee turnover intention and organizational citizenship behavior toward clients and workgroup members

Abstract

Organizational justice research tends to focus on the effects of fair treatment from organizations or supervisors on employee attitudes and behaviors. Thus, there is a dearth of research on the effects of fair treatment attributable to other parties that employees interact with at work such as coworkers and clients. Controlling for organization-focused and supervisor-focused justice, results from our field study of employees working in a healthcare organization demonstrate that perceptions of client-focused fairness uniquely predicts supervisor ratings of employees organizational citizenship behavior toward clients and that perceptions of workgroup-focused justice uniquely predicts organizational citizenship behavior toward workgroups. Further, we find that client-focused justice perceptions uniquely predict employee turnover intention.     

Exploring alternative relationships between perceived investment in employee development,perceived supervisor support and employee outcomes

The purpose of this study was to explore alternative relationships between perceived investment in employee development (PIED), perceived supervisor support (PSS), and employee outcomes in the form of attitudes (affective commitment and turnover intention) and work performance (work effort, work quality and organisational citizenship behaviour). A cross-sectional survey among 331 employees from a Norwegian telecommunications organisation showed that the relationship between PSS and employee attitudes was partially mediated by PIED. In addition, PSS was found to moderate the relationship between PIED and three self-report measures of work performance. The form of the moderation revealed a positive relationship only for high levels of PSS. These findings suggest that line managers are of vital importance in implementing developmental HR practices, either because they influence how such practices are perceived by employees, which, in turn, affects employee attitudes, or because positive experiences with both line managers and HR practices seem to be needed in order for developmental HR practices to positively influence employee performance.     

Explaining employee turnover in an Asian context

Employee turnover is giving sleepless nights to HR managers in many countries in Asia. A widely‐held belief in these countries is that employees have developed ‘bad’ attitudes due to the labour shortage. Employees are believed to job‐hop for no reason, or even for fun. Unfortunately, despite employee turnover being such a serious problem in Asia, there is a dearth of studies investigating it; in particular studies using a comprehensive set of variables are rare. This study examines three sets of antecedents of turnover intention in companies in Singapore: demographic, controllable and uncontrollable. Singapore companies provide an appropriate setting as their turnover rates are among the highest in Asia. Findings of the study suggest that organisational commitment, procedural justice and a job‐hopping attitude were three main factors associated with turnover intention in Singapore companies.     

Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes

In contrast to the high-performance work systems literature that focuses on HR practices, we follow Bowen and Ostroff in examining human resource management (HRM) processes, specifically the strength of an HR system (its distinctiveness, consistency, and consensus) and its contribution to the organizational climate (employees' shared perceptions of the HR system). Based on 810 employees within 64 units in three Chinese hotels, we examine how employee perceptions of HRM system strength and organizational climate are associated with employees' work satisfaction, vigor, and intention to quit. The distinctiveness of an HRM system was found to be related to the three employee work attitudes, and high climate strength increases both the positive relationship between consensus and work satisfaction, and the negative relationship between consensus and intention to quit. We draw on aspects of Chinese society to interpret these findings. Several important research and HR practice implications are highlighted and discussed.     

The impact of human resource management practices on intention to leave of employees in the service industry in India: the mediating role of organizational commitment

The purpose of this study was to investigate the impact of a bundle of eight human resource management practices on intention to leave, and to examine the mediating effect of organizational commitment on the relationship between the HRM practices and intention to leave of employees of a service organization in India. Most of the prior HRM practices–employee turnover studies have been from the HR manager's point of view. This study took a different approach and studied this relationship from an employee's point of view. Internet survey questionnaires were used to collect the data from 183 employees working in a service company in India. Multiple linear regression and hierarchical linear regression analysis were conducted to test the hypotheses. The study found not only that the HRM practices lower employee intentions to leave, but also that this relationship is partially mediated by organizational commitment. The results of the study not only supported that organizations should focus on employee perceptions of the organizations' HRM practices but also indicated that human resources should go beyond establishing policies and procedures to providing an employee-friendly work environment (Biswas and Varma 2007).     

Public employees’ psychological climates and turnover intention: evidence from Korean central government agencies

The psychological climate has been argued to influence employees’ work attitudes. However, despite the abundance of recent empirical studies on turnover intention, multiple psychological climate types as predictors of turnover intention have rarely been explored in the public management domain. This study used the four types of psychological climates – clan, developmental, hierarchical and rational – of the competing values framework, which is typically used to analyse organizational effectiveness. Challenging the assumption held in prior studies of linear associations between the psychological climate and turnover intention, this study examined U-shaped associations. Curvilinear associations are based on the rarely tested assumption that an overly biased psychological climate has a deleterious effect on turnover intention. The regression results corroborated a U-shaped association of clan and rational (market) climates with turnover intention but revealed a linear association for the hierarchical climate. These findings, determined using large-sampled data from Korean central government agencies, can advance the understanding of the psychological climate and turnover intention in public management.     

Work Design–Related Antecedents of Turnover Intention: A Multilevel Approach

Previous research on employee‐turnover intention has focused mostly on a single level of analysis. This multilevel study of 1,149 employees and 144 managers from a 21‐store Taiwanese retail home improvement chain demonstrated that individual and store‐level factors were significantly associated with employee‐turnover intention. Job characteristics explain within‐store variance. In addition to age and tenure similarity among employees, transformational leadership and compensation explain between‐store variance. Theoretical and practical implications of the research are also discussed.