SummaryIn this study we tried to answer the question of whether the three predictors from the theory of planned behavior provide a satisfactory explanation for intentions and behaviors in the context of voluntary employee turnover. We examined whether variables which have traditionally played a prominent role in the study of turnover, i.e., job satisfaction, organizational commitment, age, and tenure, were capable of explaining additional variance in turnover intentions and voluntary turnover. We conducted a longitudinal study in which 296 respondents serving as professionals in the Royal Netherlands Navy completed a questionnaire. Half a year later they were asked to answer a second identical questionnaire; data were obtained from 202 participants who answered all relevant questions in both questionnaires. Their actual behavior (staying versus leaving) was registered during a 2-year period following the completion of the first questionnaire. Behavioral intentions proved to be the best predictor of turnover in which the effects of all other variables were accounted for. Job satisfaction and tenure explained a significant proportion of the variance in intentions after the effects of the predictors from the theory of planned behavior had been taken into account. The results are discussed in relation to theoretical, methodological, and practical issues.

The Leader-Member exchange (LMX) theory of leadership states that leaders do behave differently towards the various members in their work unit. Relatively little attention has been devoted to the question of whether members' perceptions of differential treatment on the part of the leader affects their commitment to the work unit. Perceptions of the amount of differential treatment within their work unit did not explain additional variance in members' work unit commitment after the effects of LMX quality were accounted for. There was, however, a significant interaction effect of LMX quality and differential treatment on work unit commitment. The perception of a large number of differential treatment incidents seems to act as a neutralizer with respect to the positive effects LMX quality may have.

SummaryThis study addresses spontaneous inferences about causes and consequences of performance-related behavior of leaders and subordinates. Respondents (leaders and subordinates) completed sentences describing the behavior of leaders or subordinates. It was expected that behavior of leaders induces more causal analysis because it can more strongly aect others. This hypothesis was con®rmed, suggesting that position labels can trigger control motivation. It was also found that leader behavior induced more inferences about the consequences for the environment than for the actor, supporting the assumption that leaders are seen as persons who aect their environment. In addition, the data indicate that subordinate respondents made more inferences about causes as well as consequences than leaders did, and have a more positive view of others.

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An action research program was started in two Dutch concrete construction factories to reduce absenteeism due to sickness. Representatives of workers and managers analyzed all possible causes of absenteeism. This process was guided by the action researchers, who also explained theoretical models. Smaller working parties were then formed to formulate proposals for action. The working parties consisted of workers and foremen. Top management set aside a budget for improving the work environment. The communication structure in the organization was improved, especially by encouraging two-way communication and by creating more opportunities for workers to have their say and to participate. Care was taken to ensure a good fit between the absenteeism program and a Quality Control Program. The program succeeded in drastically reducing sickness absenteeism. The change process is described, with special attention to theoretical models and to the characteristics of action research.