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.     

Leader-member exchange and employee work outcomes in Chinese firms: the mediating role of job satisfaction

This study investigates the mediating role of job satisfaction in the relationships between leader-member exchange (LMX) and employee work outcomes in Chinese firms, namely, organizational commitment and intention to leave. Based on the data collected from the four manufacturing firms based in China, the hierarchical regression analyses strongly support our theoretical predication that job satisfaction fully mediates the relationships between LMX and employees’ organizational commitment and intention to leave. The theoretical and practical implications of these findings are discussed.     

The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes

The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees’ organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention.     

Examining the link between salesperson networking behaviors,job satisfaction,and organizational commitment: Does gender matter?

Sales professionals are embedded in an array of social interactions through their networking behaviors, yet the literature's understanding of these effects on job-based attitudes is relatively limited. Further, research suggests that men and women, not only network differently, but also often benefit in different ways from networking. This study examines the extent to which gender moderates the relationships between three forms of salesperson networking behaviors, job satisfaction, and organizational commitment. The data from a survey of 179 salespeople indicates that networking behaviors are related to job satisfaction and commitment in sales. However, the relationships vary for male and female salespeople. When analyzed separately, job satisfaction relates positively to professional networking for women, while job satisfaction relates positively to peer networking for men. In addition, peer networking directly relates to organizational commitment for women, rather than mediated by job satisfaction.     

组织政治知觉影响离职倾向的多重中介效应比较分析

采用问卷调查法,以珠三角地区光电制造企业中452名知识型员工为研究对象,探讨了组织政治知觉影响离职倾向的内在心理机制。结构方程建模分析结果表明:组织政治知觉能通过工作满意度、情感承诺和工作倦怠的并行多重中介作用对离职倾向产生影响,在个别中介效应大小方面,工作倦怠最大,工作满意度次之,情感承诺最小。     

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.     

The impact of efficacy on work attitudes across cultures

To answer the call for more cross-cultural research, this study analyzed the efficacy and work attitudes of employee samples from the U.S. and Southeast Asia (Indonesia, Malaysia, and Thailand). The results showed that across these two samples, general efficacy had a significant positive relationship with organizational commitment and a significant negative relationship with intention to turnover. Further analysis also indicated that job satisfaction mediated the relationship between general efficacy and organizational commitment and intention to quit in the U.S. sample. The relationship between general efficacy and organizational commitment was stronger in the U.S. than in the three combined countries sampled in Southeast Asia.     

工作满意感、组织认同与离职倾向关系实证研究

文章以383个建筑企业员工为被试样本,运用相关分析、偏相关分析、回归分析及路径分析等统计方法考察了工作满意感、组织认同与离职倾向三个员工态度变量之间关系.结果发现:(1)工作满意感、组织认同与离职倾向之间具有显著相关性和因果性;(2)工作满意感与组织认同相互作用,共同影响离职倾向,且组织认同对离职倾向的影响程度大;(3)组织认同在员工工作满意感与离职倾向关系中具有调节效应,在满意度一致的前提下,组织认同程度的高低对员工离职倾向具有更显著的调节影响.这些研究结果为员工离职权变主义学说提供了证据支持.     

Antecedents of organizational citizenship behaviours among part-time employees of service organizations in Korea

This study investigates the antecedents of organizational citizenship behaviours by using data consisting of 196 part-time instructors drawn from six sport centres in the Republic of Korea. The results of a structural equation analysis suggest that job satisfaction has a positive effect on organizational and occupational commitment, occupational satisfaction has a positive effect on organizational and occupational commitment, organizational commitment has a positive effect on organizational citizenship behaviours (OCBs) and a negative effect on turnover intentions, and turnover intentions has a negative effect on OCBs. The effect of occupational commitment on both turnover intentions and OCBs was not significant. This research addresses a number of important issues in the management of human resources (i.e. part-time workers) in service organizations; that is, this study examines how part-time employees' satisfaction and commitment with respect to their jobs, occupations or organizations are related to their OCBs; this relationship is arguably one the most important issues facing service organizations today.     

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Anecdotal comments from practitioners and extant empirical research suggests a tenuous link between perceived organizational support and desired employee outcomes. Accordingly, in this study the authors conduct a meta-analysis examining the effects of perceived organizational support on four employee outcomes: organizational commitment, job satisfaction, performance, and intention to leave. The authors also examine the extent to which these effects are moderated by job type (frontline vs. non-frontline employee). Findings from the study indicate that perceived organizational support has a strong, positive effect on job satisfaction and organizational commitment; a moderate, positive effect on employee performance; and a strong, negative effect on intention to leave. Study findings also indicate that the effects of perceived organizational support are more pronounced for non-frontline employees.     

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.     

The Effect of Online Protests and Firm Responses on Shareholder and Consumer Evaluation

This study examined the link between employees’ adult attachment orientations and perceptions of line managers’ interpersonal justice behaviors, and the moderating effect of national culture (collectivism). Participants from countries categorized as low collectivistic (N = 205) and high collectivistic (N = 136) completed an online survey. Attachment anxiety and avoidance were negatively related to interpersonal justice perceptions. Cultural differences did not moderate the effects of avoidance. However, the relationship between attachment anxiety and interpersonal justice was non-significant in the Southern Asia (more collectivistic) cultural cluster. Our findings indicate the importance of ‘fit’ between cultural relational values and individual attachment orientations in shaping interpersonal justice perceptions, and highlight the need for more non-western organizational justice research.     

Job Satisfaction: Linking Perceived Organizational Support,Organizational Justice with Work Outcomes in China

This study develops and tests a full mediation model that examines the mediating role of job satisfaction in the Chinese context, based on a survey of 424 employees in three small and medium sized enterprises. Data analysis shows a good fit with the full mediation and all four classes of antecedents (i.e., perceived organizational support, procedural, distributive, and interactional justice). Particularly, procedural justice contributes to the prediction of satisfaction. Job satisfaction is also shown to mediate most antecedentconsequence relationships, except the two between perceived organizational support (POS)—turnover and procedural justice—consequences. Furthermore, there are only four direct links, including POS to citizenship behaviors directed at individuals, distributive justice to turnover intention, interactional justice to citizenship behaviors directed at organizations and turnover. These direct links suggest that job satisfaction does not fully mediate the relationships.     

Work-family conflict and organizational citizenship behavior: the role of job satisfaction and decision authority

Drawing upon the conservation of resources theory (Hobfoll, Am Psychol 44:513–524, 1989), social exchange theory (Blau, Exchange and power in social life, 1964) and the job demand-control model (Karasek, Adm Sci Q 24:285–308, 1979), this study uncovers the theoretical mechanism that explains the relationship between work-family conflict and organizational citizenship behavior (OCB). First, this study focuses on how employee job satisfaction mediates the relationship. Then, we investigate the moderating role of decision authority in the mediated relationship. We employ three-wave data collected from 324 employees in 102 teams to test our hypotheses. Results of hierarchical linear modeling (HLM) first shows that job satisfaction mediates the relationship between work interference with family (WIF) and OCB. In addition, employees’ decision authority moderates the direct effect of WIF on OCB. Specifically, the negative relationship between WIF and OCB is stronger when employees’ decision authority is high. Moreover, decision authority moderates the indirect effect of WIF on OCB via job satisfaction. Specifically, the negative relationship between WIF and job satisfaction is weaker when employees’ decision authority is high. The results suggest that organizations should give employees enough decision authority over their work, as a high level of decision authority may act as a double-edged sword regarding critical organizational outcomes.     

Work-family conflict and organizational citizenship behavior: the role of job satisfaction and decision authority

Drawing upon the conservation of resources theory (Hobfoll, Am Psychol 44:513–524, 1989), social exchange theory (Blau, Exchange and power in social life, 1964)and the job demand-control model (Karasek, Adm Sci Q 24:285–308, 1979), this studyuncovers the theoretical mechanism that explains the relationship between workfamily conflict and organizational citizenship behavior (OCB). First, this study focuses on how employee job satisfaction mediates the relationship. Then, we investigate the moderating role of decision authority in the mediated relationship. We employ three-wave data collected from 324 employees in 102 teams to test our hypotheses. Results of hierarchical linear modeling (HLM) first shows that job satisfaction mediates the relationship between work interference with family (WIF) and OCB. In addition, employees’ decision authority moderates the direct effect of WIF on OCB. Specifically, the negative relationship between WIF and OCB is stronger when employees’ decision authority is high. Moreover, decision authority moderates the indirect effect of WIF on OCB via job satisfaction. Specifically, the negative relationship between WIF and job satisfaction is weaker when employees’ decision authority is high. The results suggest that organizations should give employees enough decision authority over their work, as a high level of decision authority may act as a double-edged sword regarding critical organizational outcomes.     

Why employees stay: the roles of psychological ownership,territoriality and work relationship closeness in affecting employee turnover intention

Drawing on a tripartite perspective on attitudes, this study examines the influence of psychological ownership and territoriality on turnover intention, as well as the moderating role of work relationship closeness on the relationship between territoriality and turnover intention. Analyses of longitudinal data collected from 341 employees in three Chinese automobile manufacturing companies demonstrate that employees’ psychological ownership is negatively related to their turnover intention. As well, territoriality is negatively related to turnover intention and mediates the relationship between psychological ownership and turnover intention. Additionally, work relationship closeness moderates the relationship between territoriality and turnover intention such that the negative relationship is stronger when employees experience a higher level of work relationship closeness. Theoretical and practical implications are discussed.     

Do they shop to stand out or fit in? The luxury fashion purchase intentions of young adults

A three‐study examination of young adults suggests that their motivation for status in terms of their luxury fashion purchase intentions is impacted by a bandwagon effect. In Study 1, qualitative research informs what fashion items represent status to young adults, how they view these items, and how they view others owning these items. In Study 2, survey research establishes the link between the motivation for status (status consumption) and purchase intention/ownership of these fashion items. In Study 3, a national survey of young adults examines what mediates and moderates the motivation for status to lead to luxury fashion purchase intentions. Results from the three studies indicate that status consumption has a positive impact on purchase intention of luxury fashion. This research also finds that cultural variables have an impact (mediate) the relationship between status consumption and purchase intention. Specifically, collectivism, uncertainty avoidance, power distance, and masculinity mediate the relationship between status consumption and purchase intention. Finally, the moderating impact of the bandwagon effect has a significant effect on the relationship between status consumption and fashion purchase intention for the cultural variables of uncertainty avoidance, long‐term orientation, and power distance. Implications for marketers are provided based on the findings.     

Opportunities to improve skills and to teach and train others: employee outcomes in the United States and Japan

Opportunities to improve skills and opportunities to teach or train others may be associated with job satisfaction, work engagement and organizational commitment. The analysis reported in this paper used a subsample of 823 employees within two Japanese and three American worksites. We tested not only the direct relationships of each type of training opportunity (to improve skills and to teach or train others) with each of three outcomes (job satisfaction, work engagement and organizational commitment) but also the potential moderating roles of performance orientation, job security and age. The relationships were assessed separately for Japanese and American respondents. The results highlight the importance of opportunities to improve skills for all three outcomes and of opportunities to teach and train for job satisfaction and work engagement. Performance orientation, job security and age generally were not significant moderators and, when they were, the effects were typically restricted to one country. The consistently positive coefficients for training opportunities should provide insight for cross‐national organizations seeking to identify human resource policies effective across varying cultural, economic and demographic contexts.     

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.