This study was a test of the Mobley, Griffeth, Hand, and Meglino turnover model. Data from employees of a mental health facility were collected on several variables contained in the model, including perceived job characteristics, personal employee characteristics, job satisfaction, perceived alternative employment opportunities, intention of quitting the job, and turnover. Two variables were added to those in the model-confirmation of preemployment expectancies and organizational commitment. The results of path analyses were consistent with the model, although with some modifications. Specifically, perceived alternative employment opportunities added nothing to the model as a direct cause of intention to quit or turnover, or as a moderator.

Virtual offices are a growing trend in today's work environment and are expected to influence marketing roles dramatically, especially selling. These conditions may lead to perceptions of isolation, both socially and organizationally. Workplace isolation is a two-dimensional construct that represents individuals' perceptions of isolation from others at work and includes perceived isolation from both colleagues and from the company's support network. This article reports the results of a four-sample study to develop and validate a selfreport scale for measuring the two facets of workplace isolation. The scale's usefulness for future research and management applications are discussed.

This article reports a study of the construct validity of in-baskets designed to measure managerial abilities. Data were collected using a randomized pretest-posttest experimental design with two alternate in-basket forms. Results indicated that (a) there was little convergent validity and evidence of method bias both within and between alternate in-basket forms and (b) brief training improved in-basket performance on the perceptiveness and delegation dimensions and on overall performance. Both lines of evidence call into question the validity of inferring individual differences in managerial ability from in-basket scores.The assessment center was originally developed to select military officers during World War II (e.g., Thornton & Byham, 1982, pp. 19-59; Wiggins, 1973, pp. 519-539). After the war, the assessment center was adapted to civilian life and used to select managers in businesses (e.g., American Telephone & Telegraph; see Bray, 1964). In the assessment center, simulations are used to elicit behaviors believed to be useful in inferring managerial skills and abilities.There are two primary uses of assessment centers at present: selection and training. There has been a great deal of evidence that assessment centers, are useful predictors of subsequent managerial success (Gaugler, Rosenthal, Thornton, & Bentson, 1987; Thornton & Byham, 1982, pp. 251-320). The traditional explanation of such success has been that assessment centers use multiple exercises (simulations) to tap multiple dimensions (abilities or skills). At the end of the assessment center exercises, multiple assessors judge the overall competence of the managerial candidate and presumably arrive at an accurate overall picture of the candidate's abilities. Assessor knowledge of abilities such as organizing and planning, leadership, decision making, and so forth, should allow prediction of subsequent managerial success (e.g., Denning & Grant, 1979;Sackett&Dreher, 1984).More recently, questions have arisen not so much as to whether assessment centers work, but rather why they work (

No abstract

Tested were two hypotheses concerning the role of locus of control in the process of employees' turnover: first, that employees with external locus of control would be more likely to intend to quit and actually quit their jobs, and second, that external scorers would be more likely to intend to quit and actually quit a dissatisfying job. Analyses supported only the aspect of intention to quit in both hypotheses. Externality was associated with intentions to quit, and locus of control moderated the relationship between job satisfaction and intention to quit. These hypothesized relationships did not hold for actual turnover.