自愿离职和组织绩效：三向交互调节模型

现有研究发现自愿离职对组织绩效具有显著影响,但关于具体影响方向和作用机制还没有达成一致结论。基于521家企业样本数据,本文实证研究自愿离职与组织绩效关系的三向交互调节模型。研究发现：自愿离职显著负向影响组织绩效;投资型人力资源系统对自愿离职与组织绩效关系具有显著调节效应,表明组织采用投资型人力资源系统时,自愿离职对组织绩效的负向影响更强;差异化战略和投资型人力资源系统对自愿离职和组织绩效关系具有三向交互调节效应,当组织实施高差异化战略、高投资型人力资源系统时,自愿离职对组织绩效的负相关性最强。     

The moderating effects of organizational context on the relationship between voluntary turnover and organizational performance: Evidence from Korea

Scholars have suggested that the relationship between voluntary turnover and organizational performance can be moderated by the organizational context in which turnover occurs. However, there are few empirical studies that examine such moderating effects. Using a sample of 161 firms in South Korea, this study investigates how the relationship between voluntary turnover and organizational performance is moderated by three context variables: (1) the degree of organizational usage of employee involvement practices, (2) the degree of organizational investment in employee training and development, and (3) the availability of potential workers. The results demonstrate that employee involvement practices significantly amplify the negative relationship between voluntary turnover and organizational performance, give marginal support for moderation from the availability of potential workers, and provide no support for moderation from the degree of organizational investment in employee training and development. We discuss theoretical and practical implications of this study for enriching our understanding of the relationship between voluntary turnover and organizational performance. © 2012 Wiley Periodicals, Inc.     

The gender diversity–performance relationship in services and manufacturing organizations

Empirical findings on the link between gender diversity and performance have been inconsistent. This paper presents three competing predictions of the organizational gender diversity–performance relationship: a positive linear prediction derived from the resource-based view of the firm, a negative linear prediction derived from self-categorization and social identity theories, and an inverted U-shaped curvilinear prediction derived from the integration of the resource-based view of the firm with self-categorization and social identity theories. This paper also proposes a moderating effect of industry type (services vs. manufacturing) on the gender diversity–performance relationship. The predictions were tested in publicly listed Australian organizations using archival quantitative data with a longitudinal research design. The results show partial support for the positive linear and inverted U-shaped curvilinear predictions as well as for the proposed moderating effect of industry type. The curvilinear relationship indicates that different proportions of organizational gender diversity have different effects on organizational performance, which may be attributed to different dynamics as suggested by the resource-based view and self-categorization and social identity theories. The results help reconcile the inconsistent findings of past research that focused on the linear gender diversity–performance relationship. The findings also show that industry context can strengthen or weaken the effects of organizational gender diversity on performance.     

The influence of organizational context on the managerial turnover–performance relationship

This study performs a comprehensive examination of organizational context in the relationship between managerial turnover and organizational performance. Using theoretical frameworks of human and social capital, we focus on the moderating roles of entity size, employment system, industry brand, and location. To test our hypotheses, we worked with the company records of a multinational fashion retail group with more than 4,000 stores grouped into eight different brands and 100,000 employees in more than 31 countries. To estimate the causal contextual effects of the relationship between voluntary managerial turnover and organizational performance, we designed a quasi-experiment using propensity score matching analysis. Our results show that the dysfunctional side of managerial turnover is significant for stores that are large, for stores managed under a primary employment system, for brands operating with higher levels of service orientation, and for countries with more restrictive employment protection legislation. We discuss the implications of these findings for practice and for future research.     

组织政治氛围对员工离职倾向的影响:有调节的中介模型

组织政治氛围是员工离职倾向的重要前因变量,但现有文献还未对这种关系及作用机制进行系统研究。基于资源保存理论,引入员工沉默作为中介变量,以政治技能作为调节变量,构建被调节的中介模型,探讨组织政治氛围对员工离职倾向的影响机制。通过线性回归、Bootstrap等方法对328份样本进行实证分析,结果表明:组织政治氛围正向影响员工离职倾向,员工沉默在该过程中起部分中介作用;政治技能负向调节组织政治氛围与员工沉默之间的关系,政治技能负向调节了员工沉默在组织政治氛围与离职倾向之间的中介效应。     

The Business Case for Gender Diversity: Examining the Role of Human Resource Management Investments

Integrating opposing theoretical perspectives from the past literature, the authors hypothesize and test a U‐shaped curvilinear relationship between gender diversity and workforce productivity. They further propose that the curvilinear effects vary depending on the levels of an organization's human resource management (HRM) investments in pay, benefit, training, and communication; that is, the patterns are more salient when HRM investments are high rather than low. To enhance understanding of how HRM investments have impact on diverse employees, the authors also examine the moderating influence of organizational identification of diverse members that can exert proximal influence on the diversity‐productivity relationship. As predicted, results reveal that high levels of HRM investments influence the gender diversity–workforce productivity association to form a U‐shaped curvilinear relationship. Organizational identification also yields the same moderating patterns. Research and practical implications are discussed. © 2015 Wiley Periodicals, Inc.     

Pay dispersion and the financial performance of the firm: evidence from Korea

Pay dispersion has been found in prior research to negatively affect both individual and workplace performance. In this study, we examine whether the relationship between horizontal pay dispersion and firm financial performance is curvilinear in nature, with moderate levels of dispersion leading to more positive outcomes than either low or high levels. Using data from a government-sponsored survey of Korean firms, we find support for the hypothesized curvilinear relationship between pay dispersion and firm financial performance. We further find that this curvilinear relationship is moderated by firm and human resource system characteristics. Where the firm had more incumbents in the rank being examined, where pay level was higher, and where there was greater organizational investment in performance evaluation and feedback, the positive slope (within the curvilinear relationship) inverted at a higher level of dispersion.     

Enhancing firm performance through internal market orientation and employee organizational commitment

Considering the importance of retaining key staff and managing the negative impact of high labor turnover on firm performance, this study investigates the notion of internal market orientation (IMO) as an employee management tool for helping companies retain employees and leverage performance via their organizational commitment. Drawing on data from three different managerial respondents in 275 companies based in China, the findings demonstrate the precedential effect of IMO on corporate performance through employees’ organizational commitment and retention. Interdepartmental relationship and interdepartmental communication, together with ownership types are identified as potential moderating variables, which may vary IMO’s effectiveness in the framework. This study provides scholars and practitioners with empirical evidence of IMO’s contribution to different industries and markets. Building on a western perspective, this study extends the literature in an emerging market context and specifically has implications for managing Chinese employees.     

Organizational diversity programs across cultures: effects on absenteeism,turnover, performance and innovation

This study examined data from over 5000 organizations in 22 countries to address three complementary issues: (1) the influence of national culture on the adoption of diversity programs aimed at recruiting, training and promoting individuals from specific target groups; (2) the moderating effect of national cultural practices on the relationship between these diversity programs and the organizational outcomes of absenteeism and turnover; and (3) the mediating effect of absenteeism and turnover on the relationship between diversity programs and organizational performance and innovation. National cultural values and practices were taken from the GLOBE study and assigned respectively to the organizations in our sample. A multilevel path analysis supported the hypothesized effects of national cultural values on organizational diversity programs. Moreover, cultural practices were found to moderate the relationship between diversity programs and absenteeism and turnover. Our hypotheses on the role of absenteeism and turnover as mediators of the relationship between diversity programs and organizational performance and innovation were also supported. Our findings may help guide managers' decisions on the adoption of diversity programs in units operating in different national cultures. We discuss the implications of our findings for scholars and practitioners concerned with diversity management issues in a global context.     

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.     

High Performance Work Systems for Service Quality: Boundary Conditions and Influence Processes

Drawing on agency theory and the resource‐based view, this study examines the moderating effect of hotel ownership structure on the relationship between high‐performance work systems for service quality (HPWS‐SQs) and service performance as well as the curvilinear relationship between hotel service performance and hotel profitability. Results from surveys and archival data of 126 hotels showed that when hotels were owned and operated by brands, HPWS‐SQs had a positive effect on service performance. Moderated mediation analyses showed that service performance as a mediator accounted for the moderating effect of ownership and management structure on the relationship between HPWS‐SQs and hotel profitability. In addition, service performance demonstrated an inverted U‐shaped relationship with hotel profitability. These findings advanced the understanding of the boundary conditions and influence processes of HPWS‐SQs on financial performance in service settings. © 2016 Wiley Periodicals, Inc.     

Organizational tenure and mastery-avoidance goals: the moderating role of psychological empowerment

Mastery-avoidance (MAv) goals are recognized to be detrimental as they arouse counterproductive work-related behaviors. In the current literature, MAv goals are assumed to be more predominant among newcomers and longer-tenured employees. The alleged relationship provides important implications but yet has received scant empirical attention. In response, this study examines the proposed U-shaped curvilinear relationship between organizational tenure and MAv goal orientation. In addition, the potential moderating role of psychological empowerment on this curvilinear relationship is investigated. Based on data from 655 certified accountants, the results support the existence of the hypothesized curvilinear relationship. Also, it revealed that for employees who experience higher levels of psychological empowerment, the U-shaped relationship between organizational tenure and MAv goal orientation becomes flattened. Implications and future research are discussed.     

Pay Dispersion and Organizational Performance in Korea: Curvilinearity and the Moderating Role of Congruence with Organizational Culture

This study examines the curvilinear relationship between pay dispersion and organizational performance. According to the pay dispersion literature, a large pay gap has benefits and drawbacks for organizational performance because employees can feel motivated or demotivated depending on the degree of pay dispersion. We investigate the possibility of nonlinearity in the context of these countervailing forces, and aim to uncover the condition under which the positive effect of high pay dispersion prevails. Our empirical analysis of data from 436 Korean cross-industry firms shows that pay dispersion and organizational performance have an inverted U-shaped relationship. Moreover, when a pay scheme matches current organizational culture, the positive relationship between pay dispersion and organizational performance is more pronounced. We discuss the implications for future compensation research and practice.     

Expanding the concept of fit in strategic human resource management: An examination of the relationship between human resource practices and charismatic leadership on organizational outcomes

We investigate the relationship between high‐commitment human resources (HCHR) practices and chief executive officer (CEO) charismatic leadership on voluntary employee turnover and relative performance to peers in a sample of 281 small firms. In this study, we expand upon prior conceptualizations of fit within the literature on strategic human resources (HR) to include the fit of HCHR with other aspects of the people management system. Specifically, we hypothesize a variety of relationships that may occur (e.g., positive synergistic, deadly combination, or substitution) and find that when a firm uses a system of HCHR practices and has a charismatic leader, performance is highest and turnover lowest. Conversely, when a firm does not invest in either, performance is lowest and turnover highest. We also found some support for a substitution effect as our data showed that when there is a mismatch between a firm's HR system and the leadership characteristics of the CEO, turnover is higher and performance lower than the high‐investment people management system (high HCHR and high‐charismatic leadership), but turnover is lower and performance higher than the low‐investment (low HCHR and low‐charismatic leadership) people management system.     

组织认同感与离职倾向关系研究

通过18家企业的358份样本进行分析,对组织认同感量表进行本土化修订,在此基础上考察组织认同感与离职倾向间的相关关系,并对可能的调节变量进行验证。研究结果显示,组织认同感包含忠诚、成员身份和相似性三个维度,组织认同感对离职倾向具有负向的预测效果,环境机会的调节作用不明显。通过强化员工的组织认同感,企业可以有效地减少其离职倾向。     

Exploring the interpersonal determinants of job embeddedness and voluntary turnover: A conservation of resources perspective

This paper draws on a conservation of resources perspective to understand employee voluntary turnover. We conceptualise voluntary turnover as an outcome of resource loss, and we view job embeddedness as an indication of resource levels. On the basis of this conceptualisation, we propose that workplace ostracism and leader–member exchange (LMX) affect voluntary turnover via job embeddedness. We also propose an interaction effect of workplace ostracism and LMX: Workplace ostracism increases voluntary turnover by depleting job embeddedness only when people experience high‐quality LMX. Data from 352 employees in a Chinese software company obtained through a three‐wave survey support our model. Our findings illuminate the resource consequences of interpersonal interactions on job embeddedness and voluntary turnover, and we offer practical implications for employee retention.     

Double-edged effect of talent management on organizational performance: the moderating role of HRM investments

Abstract

More than a decade after the publication of the book The War for Talent, there has been growing interest in the role of talent management in achieving organizational success. Although past studies have empirically investigated the role of talent management and its positive association with organizational performance, few studies have integrated the bright and dark sides of talent management. Using a sample of 444 firms in South Korea, this study finds that talent management has a double-edged effect on firm outcomes, including innovation and voluntary turnover rate. Moreover, it finds that the effect of talent management considerably varies across organizational contexts. Specifically, this study identifies the conditions under which the negative role of talent management changes across different levels of human resource management investments. Demonstrating the dual direct effect and contextual effect of talent management, this study provides reference for future studies on talent management, specifically those that aim to discover the mechanisms influencing the distinguished role of talent management in organizational outcomes. This study further discusses the theoretical and practical implications.     

Conformity or divergence in describing the business concept and profitability

The relationship between conformity or divergence in the way CEOs and chief financial officers describe the business concept, and profitability, was studied in 20 firms in one industry. Measures were obtained for firm size, profitability, degree of conformity, organizational stability, product development and the CEO's influence on strategic decisions. Controlling for the effect of size, the relationship was analysed in stepwise multiple regression analyses. Conformity was positively correlated to profitability in stable organizations, and (weakly) to divergence in unstable ones. These findings are consistent with those reported in studies of top management team consensus and performance, which suggest that environmental turbulence has a moderating effect on the relationship. It is concluded that environmental contingency factors affect the conformity-profitability relationship by way of organizational processes. Consequently, differences in organizational stability should be taken into account in studying the impact of environmental conditions on this relationship.     

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.     

A meta‐analysis of the non‐monetary effects of employee health management programs

This study was undertaken to review the literature on employee health management programs (EHMPs). We explored the history and characteristics of systematic organizational efforts to improve workforce health and well‐being. We believe that a historical perspective provides some insight into the economic, political, and social factors that have influenced the trend toward organizationally sanctioned health‐promotion efforts. Further, we investigated the likely effects of these programs on valued‐behavioral organizational outcomes such as employee performance, employee satisfaction, absenteeism, and voluntary turnover. Our findings show that voluntary general‐focus programs are unrelated to job performance, and voluntary programs are negatively related to absenteeism, but effects on absenteeism wane when the program is not voluntary. Moreover, EHMPs are minimally related to job satisfaction and slightly related to turnover. These results, examining behavioral outcomes of EHMPs, question the ability of EHMPs to provide desired behavioral changes in employees, changes that organizations seek to maximize such as increased performance. Are EHMPs more than just socially acceptable programs that help individuals with health problems? © 2003 Wiley Periodicals, Inc.