LMX对员工工作态度的影响研究

通过问卷调查,探讨领导部属交换与员工工作满意度、离职倾向之间的关系,引入工作内嵌入为中介变量探讨影响机制。结果表明:领导部属交换与员工离职倾向显著负相关,与工作满意度显著正相关,且工作内嵌入在领导部属交换与离职倾向之间起完全中介作用;在领导部属交换与工作满意度之间起部分中介作用。     

Intercultural competence and expatriates

This study examines the simultaneous effects of employees' fit with their organization, job and supervisor on their job satisfaction, organizational commitment and turnover intention in Turkish banks by paying special attention to the moderating role of perceived organizational support (POS) in these relationships. Survey data collected from 213 employees who work in five different banks operating in Istanbul, Turkey, show that employees' value fit with their organization increases their job satisfaction and organizational commitment significantly while having no direct effect on their turnover intention. The results also suggest a positive association between employees' fit with their job (needs–supplies fit) and their job satisfaction along with the negative, direct impact of job fit on turnover intention. The hypothesized relationships between employees' value fit with their supervisor and selected employee outcomes are not supported. With respect to the moderating role of POS, the overall findings indicate that a high level of organizational support suppresses the effects of employees' value fit with their organization on their job satisfaction and organizational commitment as well as reducing the relationship between their job fit and job satisfaction and turnover intention.     

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.     

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.     

Employees are satisfied with their benefits,but so what? The consequences of benefit satisfaction on employees’ organizational commitment and turnover intentions

Firms are increasing their efforts to offer benefits that satisfy their employees. However, the attitudinal and behavioral consequences of such satisfaction remain unclear. This article draws on the social exchange perspective and organizational support theory to examine the consequences of three dimensions of employees’ benefit satisfaction on organizational commitment and turnover intention, by considering the mediating effect of perceived organizational support (POS). A hypothesized model is developed and tested using partial least squares analysis on a sample of 870 employees working in Spanish firms. The results show that three dimensions of benefit satisfaction contribute to the development of POS, and that POS mediates their effects on organizational commitment. However, only benefit determination and benefit administration satisfaction have an effect on turnover intention, through the mediation of POS and organizational commitment.     

The Causal Order of Job Satisfaction and Organizational Commitment in Models of Employee Turnover

This study examines four possible models of the causal relationship between job satisfaction and organizational commitment in models of employee turnover: (1) satisfaction precedes commitment, (2) commitment precedes satisfaction, (3) satisfaction and commitment have a reciprocal relationship, and (4) satisfaction and commitment have no significant relationship. Structural equation models with two-wave panel data reveal no significant effects between satisfaction and commitment, and the overall fit for each of the four alternative models is virtually identical. Although analysis of the alternative models suggests the relationship between satisfaction and commitment may be spurious due to common determinants, alternative explanations for these results and conclusions for turnover research are discussed.     

Unit-level linkages between employee commitment to the organization,customer service delivery and customer satisfaction

Service profit chain and service climate research identifies the importance of employee attitudes and employee service behavior as mediating between organizational practices and customer satisfaction. While the importance of employee attitudes and customer service performance are acknowledged, there are calls to more precisely specify proximal mediators between employee attitudes and customer satisfaction. We propose a model in which the relationship between unit-level organizational commitment and customer attitudes is not direct but mediated via employees' customer service delivery including queuing time, serving time and service quality. We conducted a longitudinal unit-level analysis (N = 39) aggregating employee (N over 893) organizational commitment and customer (N over 1248) satisfaction data, and customer service behavior drawn from organizational records. Our model received reasonable support from basic tests of the predictive associations between unit-level organizational commitment, customer-relevant employee behaviors and customer satisfaction; however, organizational commitment was not found to be an important predictor in more rigorous change analyses. The findings as a whole therefore suggest that organizational commitment is a feature of units delivering fast, quality service, but its causal role is as yet unclear.     

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.     

Personality,self-efficacy and job resources and their associations with employee engagement,affective commitment and turnover intentions

Abstract

In this paper, we examine the extent to which personality characteristics influence employees’ psychological connection to their work beyond that predicted by job context factors. More specifically, using Job Demands-Resources theory, we examined the influence of HEXACO personality facets, self-efficacy, and job resources on engagement, affective commitment and turnover intention. We used structural equation modelling on data collected from 623 participants working in a variety of organizational settings to test a proposed and a re-specified model. The results showed that both job resources and individual differences factors had direct and indirect effects on engagement, affective commitment and turnover intention. The personality facet liveliness was positively associated with engagement; sentimentality was positively associated with affective commitment; and social boldness, diligence and sentimentality were positively associated with self-efficacy. The model explained 69% of the variance in engagement, 60% of the variance in affective commitment and 33% of the variance in turnover intention. Despite the stronger influence of job resources, the results suggest that both individual factors and job context factors influence employees’ psychological attachment to their work. Practical implications in terms of selection, engagement and organizational development interventions, and further research opportunities are identified.     

Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation

The purpose of this study was to explore alternative relationships between performance appraisal satisfaction and employee outcomes in the form of self-reported work performance, affective organizational commitment and turnover intention. A cross-sectional survey of 593 employees from 64 Norwegian savings banks showed that performance appraisal satisfaction was directly related to affective commitment and turnover intention. The relationship between performance appraisal satisfaction and work performance, however, was both mediated and moderated by employees' intrinsic work motivation. The form of the moderation revealed a negative relationship for employees with low intrinsic motivation and a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed.     

Dispositional and organizational sources of job satisfaction: a cross-national study

ABSTRACT

Job satisfaction has proven to be a resilient contributor to employee motivation, productivity, organizational commitment, absenteeism, and turnover. Utilizing cross-national data from five Asian countries/settings and the United States we examine the impact of organizational and psychological factors on job satisfaction. This study contributes to the literature by showing that while organizational factors, such as performance appraisals and leadership behaviours are important sources of job satisfaction, what matters most is whether individuals perceive themselves to be efficacious in their jobs. Self-efficacy was found to be the strongest determinant of job satisfaction in both, the U.S., and the Asian contexts. Based on cultural characteristics of power-distance and collectivism, this study also examines cross-national differences in the level of public employee job satisfaction.     

The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects

In order to improve our understanding of mediating variables inside the ‘black box’ of the firm's labour management, this paper examines the relationship between high-performance work system (HPWS) practices and employee attitudes. Using a randomly selected, national population sample, clear evidence was found for a positive relationship between HPWS practices and the attitudinal variables of job satisfaction, trust in management, and organizational commitment, implying that HPWS can provide win-win outcomes for employees and employers. However, the study also tests – from an employee perspective – the ‘complementarities thesis’ and finds negative interaction effects among HPWS practices. This strengthens the argument that there are likely to be limits to the positive outcomes of HPWSs for employees. Evidence of sequencing in the employee attitudinal responses to HPWSs was also found, with job satisfaction as the key mediating variable.     

An Event History Analysis of Employee Turnover: The Case of Hospital Employees in Australia

This study proposes an integrated model and alternative methodology in the study of voluntary employee turnover. A causal model comprising four categories of variables: personal, job-related, environmental, and employee orientations is formulated. This model is tested on a sample of 415 hospital employees over a 12-month period, employing the statistical procedure of event history analysis. During this period, 88 employees voluntarily left the hospital, representing a turnover rate of 21 percent. Consistent with expectations, the personal variable of kinship responsibility, the job-related variable of autonomy and the employee orientations of job satisfaction, organizational commitment, and intent to leave had significant effects on employees' decision to quit. The variables of sex and age were observed to play a moderating role in the analysis. Kinship responsibility had a significant negative relationship with turnover for females and males, and for those employees older than 30 years of age. The theoretical, empirical, and practical implications of the findings are discussed.     

Fine‐tuning what we know about employees' experience with flexible work arrangements and their job attitudes

Prior research has generally found positive relationships between flexible work arrangements (FWAs) and employee attitudes. However, we know relatively little about organizational contingencies that affect the strength of these relationships, as there is little multilevel, multicompany research on FWAs. This study explores three aspects of employees' experience with FWAs—perceived availability of the number of FWAs, different types of FWAs, and actual use of FWAs—and their corresponding effects on employee job satisfaction and organizational commitment. Using a large multicompany data set (1,799 companies, 17,895 workers), we found that employees who perceive more FWAs available to them have higher job satisfaction and organizational commitment, especially in organizations that report offering fewer formal FWA policies. Among different types of FWAs, perceived availability of flexible scheduling is more positively associated with job satisfaction than flexible location and hours, and both flexible scheduling and location are more positively associated with organizational commitment than flexible number of hours. We also found that employees who actually use flexible scheduling have lower job satisfaction and organizational commitment than those who have it available but do not use it. The theoretical contributions and practical implications of these findings are discussed.     

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.     

Emotional intelligence,job satisfaction,well‐being and engagement: explaining organisational commitment and turnover intentions in policing

This study examines the effect of emotional intelligence upon the job satisfaction, well‐being and engagement of police officers in explaining their organisational commitment and turnover intentions. Survey responses from 193 police officers in Australia were analysed using partial least squares path modelling. As predicted, emotional intelligence leads to job satisfaction and well‐being, with positive path relationships leading to employee engagement and organisational commitment, thereby affecting turnover intentions. Organisational commitment was found to partially mediate the causal relationship between employee engagement and turnover intentions. The findings of this research have important theoretical and practical implications for police officer retention.     

Associations between perceived employability,employee well-being,and its contribution to organizational success: a matter of psychological contracts?

We investigated interactions between perceived employability and employees' perceptions about psychological contract obligations made by the employer in relation to life and job satisfaction, self-rated performance, and turnover intention. We hypothesized that perceived employability relates positively to job satisfaction, life satisfaction, and self-rated performance and negatively to turnover intention under the condition of many promises. Conversely, perceived employability relates negatively to job satisfaction, life satisfaction, and self-rated performance and positively to turnover intention under the condition of few promises. Analyses using a sample of 463 workers from seven Belgian organizations showed that perceived employability was positively related to all outcomes except job satisfaction. The number of promises was positively related to job and life satisfaction, and to self-rated performance, and negatively to turnover intention. Contradictory to our expectations, with the exception of turnover intention, the relationships between perceived employability and the outcomes were relatively stronger and positive under the condition of few promises compared with many promises.     

Employee acceptance of organizational change:the role of organizational commitment

This study tests a causal model that predicts the acceptance of organizational change using a sample of 761 employees from a large public hospital in the state of Victoria, Australia. The LISREL results indicate that employee acceptance of organizational change is increased by organizational commitment, a harmonious industrial relations (IR) climate, education, job motivation, job satisfaction, job security and positive affectivity, and is decreased by union membership, role conflict, tenure and environmental opportunity. Organizational commitment was found to act as both a determinant and mediator in the change process. Implications for the management of organizational change using human resource (HR) strategies and policies are discussed.     

Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

Although theory and research from the domains of organizational behavior and human resource management suggest that individuals’ perceived organizational support (POS) plays a crucial role in enhancing job satisfaction and in reducing turnover intentions, there is a lack of research applying Organizational Support Theory to the realm of project management. Project-based organizations have an increasing demand for highly qualified project managers who feel supported by their employing organization and intend to remain in their positions. Therefore, the primary objective of the present study was to investigate predictors of project managers’ POS (both from a career management and from a project portfolio management perspective) and to examine how this variable related to their job satisfaction and intention to quit their project manager position. Using a sample of 541 project managers and 135 project portfolio coordinators nested in 135 firms, the analysis revealed that POS related positively to project managers’ job satisfaction and negatively to their turnover intention. A career path for project managers was positively associated with POS, especially when it was accompanied by adequate qualification opportunities. Results further stress the significance of top management involvement and the support of project management offices for project managers’ POS.     

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.