Is it here where I belong? An integrative model of turnover intentions

The relationship between organizational commitment and turnover intention among temporary employees in the local government: Mediating role of perceived insider status and moderating role of gender

Purpose

The purpose of this study is to examine the relationships between organizational commitment and turnover intention, and to test the mediating effect of perceived insider status, and moderating effect of gender on that relationship.

Methodology

Data were collected using a questionnaire survey method from 820 temporary employees of government agencies working in China. The data obtained were analyzed according to the moderated mediation.

Findings

As a result of the analysis, it was determined that perceived insider status has a partial mediation effect on the relationship between organizational commitment and turnover intention. Also, the results supported the moderated mediation and showed that the indirect effect of organizational commitment and turnover intention through perceived insider status was weaker for males than females. Then, the theoretical and practical implications of the findings are discussed.

From Organizational Justice Perceptions to Turnover Intentions: The Mediating Effects of Burnout and Job Satisfaction

Turnover intentions (TI) stand as an insidious problem that impacts on the functioning of organizations and the well-being of their members. Currently, there is a growing interest in identifying the explanatory mechanisms of TI, in order to strengthen and retain valued employees for organizations. In line with this trend, the aim of the present study was to test an integrative serial multiple mediation model that examined the possible mediating role of burnout and job satisfaction in the relationships between organizational justice and TI. To achieve this objective, a cross-sectional empirical study was carried out on a multi-occupational sample of 408 Argentine employees (219 women and 189 men). Participants completed a self-report questionnaire comprising previously validated measures for the target population. Structural equation modeling showed that perceptions of distributive, procedural, and interpersonal justice have negative indirect effects on TI through burnout and job satisfaction, while perceptions of informational justice exert such effects on TI only through job satisfaction. These results indicate that distributive, procedural, and interpersonal justice perceptions relate to lower levels of burnout, which in turn promote greater job satisfaction and lower TI among employees. In addition, informational justice perceptions are positively related to job satisfaction, leading to a decrease in employees' TI. Findings are discussed in light of their theoretical and practical implications. Managers and human resource professionals could consider the research results in their attempts to design and implement talent retention strategies within organizations.

Modeling the determinants of turnover intentions: a Bayesian approach

Purpose

Much of what we learn from empirical research is based on a specific empirical model(s) presented in the literature. However, the range of plausible models given the data is potentially larger, thus creating an additional source of uncertainty termed: model uncertainty. The purpose of this paper is to examine the effect of model uncertainty on empirical research in HRM and suggest potential solutions to deal with the same.

Design/methodology/approach

Using a sample of call center employees from India, the authors test the robustness of predictors of intention to leave based on the unfolding model proposed by Harman et.al. (2007). Methodologically, the authors use Bayesian Model Averaging (BMA) to identify the specific variables within the unfolding model that have a robust relationship with turnover intentions after accounting for model uncertainty.

Findings

The findings show that indeed model uncertainty can impact what we learn from empirical studies. More specifically, in the context of the sample, using four plausible model specifications, the authors show that the conclusions can vary depending on which model the authors choose to interpret. Furthermore, using BMA, the authors find that only two variables, job satisfaction and perceived organizational support, are model specification independent robust predictors of intention to leave.

Practical implications

The research has specific implications for the development of HR analytics and informs managers on which are the most robust elements affecting attrition.

Originality/value

While empirical research typically acknowledges and corrects for the presence of sampling uncertainty through p-values, rarely does it acknowledge the presence of model uncertainty (which variables to include in a model). To the best of the authors’ knowledge, it is the first study to show the effect and offer a solution to studying total uncertainty (sampling uncertainty + model uncertainty) on empirical research in HRM. The work should open more doors toward more studies evaluating the robustness of key HRM constructs in explaining important work-related outcomes.

The pernicious effects of unstable work group membership: How work group changes undermine unique task contributions and newcomer acceptance

This research demonstrates that group membership instability tends to raise self-related concerns that make it less likely that people value and accept constructive task contributions offered by newcomers. In Study 1 ( N = 88), unstable group membership heightened self-related concerns. Participants indicated increased intentions to make unique task contributions and lowered the evaluations of others’ contributions, particularly those from a newcomer. Study 2 ( N = 81) used an online minimal group paradigm to obtain behavioral outcomes. Unstable group membership again heightened self-related concerns and gave rise to unique task contributions, even when a newcomer had just offered a high-quality task solution that benefitted the group. Because of their self-related concerns, members with an unstable position also evaluated other members—and the newcomer in particular—more negatively than did members with a stable position. In this way, workgroup instability can undermine (rather than foster) change and innovation.