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.     

The mediating role of leader–member exchange: a study of job satisfaction and turnover intentions in temporary work

This paper focuses on turnover intentions in temporary work. Specifically, we analyse whether job satisfaction and leader–member exchange (LMX) play the same role as antecedents of turnover intentions for both temporary and permanent employees. Results from a total‐effects moderation model based on a survey of 593 individuals placed by a temporary work agency suggest that temporary work lessens the impact that high job satisfaction has in terms of reducing turnover intentions. Furthermore, while for permanent employees, high‐quality LMX relationships play a central role in the link between job satisfaction and turnover intentions; for temporary employees, job satisfaction is less important in the formation of high‐quality LMX relationships. Therefore, we contribute to knowledge on turnover intentions in temporary work by showing that within this context, turnover intentions cannot be directly remedied by high job satisfaction and that temporary work inhibits LMX's reinforcing role in the relationship between job satisfaction and turnover intentions.     

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.     

基于SEM的酒店员工满意度及其后续行为研究

在问卷抽样调查基础上,采用验证性因子分析法(CFA)与结构方程模型(SEM)对酒店员工满意度影响因素及员工后续行为间关系进行实证分析。结果表明,影响酒店员工满意度的因素是多样的,酒店员工满意度对员工离职意向有显著的抑制作用、对员工工作投入有显著的促进作用。本研究有利于进一步验证和丰富员工满意度理论研究体系,还可为我国酒店人力资源管理实践提供参考。     

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.     

The effects of supportive management and job quality on the turnover intentions and health of military personnel

To be competitive in today's increasingly complex and rapidly changing envi‐ronment, organizations must retain personnel and promote the well‐being of employees. We examine the relationship of both support provided to person‐nel and job quality with employee health and turnover intentions among a sample of 450 military personnel. Factors involving the supportive manage‐ment of personnel (i.e., supervisory support, organizational support, and work‐life balance) and factors pertaining to job quality (i.e., work stimulation and job clarity) were indirectly related to health and to turnover intentions through the mediating influence of job satisfaction. © 2007 Wiley Periodicals, Inc.     

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.     

An analysis of the factors affecting the turnover intention of non-managerial clerical staff: a Singapore study

This study examines the factors affecting turnover intention and attempts to construct a turnover prediction model. Sixteen demographic, job satisfaction and job attitude factors are considered in the study. From the three-hundred questionnaires administered, a usable response rate of 36 per cent (i.e., 108 usable questionnaires) was obtained.

Correlation analyses, t-tests and multiple regression were used to analyse the data. The results show that demographic and job attitude factors are not significantly associated with turnover intention. In contrast, job satisfaction factors affect turnover intention significantly. In particular, satisfaction with career future, company identity, kind of work and financial rewards were found to be statistically significant. These four variables are thus included in the final turnover prediction model.     

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.     

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。     

Work role stressors and turnover intentions: a study of professional clergy in Hong Kong

Work and occupational stress have long been concerns for employees and human resource managers as they cause many negative outcomes. Most of the previous studies on work stress were conducted in Western countries, while limited research has addressed this important topic in the Asian context. In this study, we examine the effects of several work role stressors (i.e. role ambiguity, role conflict, role overload and work–family conflict) on emotional exhaustion, job satisfaction and intentions to leave. Additionally, we test the mediating effects of emotional exhaustion and job satisfaction between the relationship of role stressors and intentions to leave. Data were collected from a sample of 887 professional clergy in Hong Kong. The results of regression analysis show that role stressors have a significant impact on both emotional exhaustion and job satisfaction, which in turn affect respondents' intentions to leave their organization.     

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.     

The Effects of Multilevel Signals on Sex Discrimination Experiences Among Female Employees

In this study, we examine the effect of organizational‐level and individual‐level signals on sex discrimination experiences, job satisfaction, and turnover intentions in a sample of South Korean female employees and organizations. Results indicate that the percentage of women employed in organizations was negatively associated with sex discrimination experienced by women. The number of family‐friendly policies was also negatively associated with sex discrimination in a panel design but not in a cross‐sectional design. We also found that the relationship between individual participation in development activities (e.g., leadership development course, academic degree) and sex discrimination experiences was moderated by organizational‐level participation in development activities. Specifically, the negative impact of participation in development activities on sex discrimination is stronger for individuals in organizations with lower compared to higher levels of overall participation. The same was true for the individual educational level. The negative impact of individual educational level on sex discrimination is stronger for individuals in organizations with high educational level than for those in low organizational educational level. Further, experienced sex discrimination influences individual turnover intention via job satisfaction. © 2016 Wiley Periodicals, Inc.     

How does distributive justice affect work attitudes? The moderating effects of autonomy

Organizational justice has been a frequently used lens for understanding employee attitudes, particularly towards the fair distribution of rewards. This study of 184 New Zealand employees found distributive justice relating to pay, benefits, and rewards to be significantly linked to job satisfaction and turnover intentions. Further, job autonomy was found to significantly interact with these relationships. While employees with high job autonomy reported higher job satisfaction and lower turnover intentions when distributive justice was high, employees with little job autonomy registered significantly larger changes in work attitudes. The findings highlight the importance of felt independence and autonomy over work in the role that justice perceptions play in organizations.     

Turnover culture in the hospitality industry

Although turnover culture is considered to be a major problem in the hospitality industry, there is little to no research examining its influence on an employee's decision to stay or leave. This study attempts to address this deficiency by testing a causal model of employee intent to leave using a sample of 246 employees from six five-star accommodation hotels in Australia. The results indicated that turnover culture was the most important determinant of intent to leave, followed by the variables of job search behaviour, job opportunity, organisational commitment, union loyalty, job satisfaction, career development, routinisation, promotional opportunity, role conflict, and negative affectivity. Based on these findings various HR strategies are formulated, which have wider implications for the management of turnover in other work settings.     

Exploring the role of perceived external prestige in managers' turnover intentions

Employee turnover is an important topic in the human resource management literature. Several researchers have sought to analyse its multiple determinants and to model the turnover process. The purpose of this paper is to study the impact of employees' perception of the external image of the company they work for on their intentions to leave. It is based on a questionnaire survey of 801 French managers that attempted to incorporate the notion of perceived external prestige (PEP) within the literature's classical model of turnover. The results show that the impact of PEP on intentions to leave is partially mediated by the two determinants of turnover in the model: organizational commitment and job satisfaction. Yet there still remains a direct effect of PEP on intentions to quit. Our research also attempted to confirm the existence of a possible moderator effect, but was unable to find such an effect.     

The ‘country-of-origin effect’ in employee turnover intention: evidence from China

The increasing presence of foreign direct investment in China has boosted the competition for talent among different multinational corporations (MNCs) from diverse national backgrounds. This article investigates the differences in the human resource management (HRM) approaches adopted by the US, European, and Japanese MNC subsidiaries operating in China and explores the relationships between employees' perceptions toward the HRM approaches and turnover intention. Significant differences in the HRM approaches and employees' level of turnover intention were found, indicating a ‘country-of-origin effect’ in HRM approaches that subsequently influences employees' attitudes. In addition, this article produces evidence suggesting that the perception of HRM characteristics predicts employees' intentions to quit. Implications for HRM convergence or divergence debate are discussed.     

Work life balance and the retention of managers in Spanish SMEs

Executives in today's business world are increasingly conscious that the competitive advantage of companies rests upon the retention of their key employees. According to the literature, dissatisfaction with the job is an important determinant of turnover rates and work life balance (WLB) initiatives are today considered to be an important antecedent of job satisfaction. This study explores these relationships in small and medium enterprises (SMEs), where a number of academics have suggested that research is necessary. This paper presents an empirical research study with a sample of 149 managers of Spanish SMEs. The findings show that the existence of a WLB culture rather than the availability of WLB practices offered by the company is the main determinant of job satisfaction. There is also strong evidence that job satisfaction is a good predictor of turnover intentions. Based on the findings, the paper argues that informal support for WLB, expressed through the existence of positive and supportive organizational values for WLB, plays a major role in enhancing organizational outcomes such as job satisfaction among managers and their retention in SMEs. The implications for practitioners and academics are also discussed.     

Control and commitment HR practices,job satisfaction and turnover intentions: a comparison between local and multinational firms in China

There is a growing body of literature and debate around control versus commitment human resource management (HRM) systems and their impacts on employees. However, the impacts of these constructs have not been widely examined in more emerging economies. Taking a specific sample of educated professionals working for multinational and local firms in China, this study investigated employee perceptions of control and commitment HR practices, job satisfaction and turnover intentions. A total of 311 respondents completed a structured survey questionnaire. Results revealed that those working for multinational firms reported more positive perceptions of their employers' control and commitment HR practices. In multinational firms, the use of commitment HR practices predicted lower intentions to leave. However, in domestic firms a lack of control HR practices predicted higher turnover intentions. Theoretically, the study adds to discussions about the nature and roles of these constructs, their impacts on HR outcomes and how institutional mechanisms might shape the degree of HRM homogeneity and hybridity across organizations in China. Practically, the study provides guidance to international and local firms on how to improve their HRM effectiveness to achieve a higher retention of their most talented professionals.