Another Look at the Relationship Between Performance and Voluntary Turnover.

Williams, Charles R.; LIVINGSTONE, L. P.

doi:10.2307/256830

Cited by 180 publications

(159 citation statements)

References 66 publications

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“…Furthermore, as noted by Stumpf and Dawley (1981) and Williams and Livingstone (1994), accomplishment is not only evaluated for top management jobs but also for all hierarchical levels, which this study has also confirmed, through a hierarchy of criteria applicable to dismissal in a group of managerial and operational activities.…”

Section: Discussionsupporting

confidence: 72%

“…Ending the labor contract extends beyond the individual interests of the parties involved and reflects the social dimension, especially in organizational restructuring due to downsizing (Tylcsak, 1991). Williams and Livingstone (1994) state that it is necessary to analyze the reasons and the criteria for dismissal considering the relevant costs as dismissing an employee also involves expenses, particularly to promote new recruitment, selection, and training.…”

Section: Dismissalmentioning

confidence: 99%

“…Nevertheless, performance affects the dismissals of both CEOs and employees in general (Stumpf & Dawley, 1981;Williams & Livingstone, 1994).…”

Section: Interpersonal Relationshipmentioning

confidence: 99%

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Dismissal: Important Criteria in Managerial Decision-Making

et al. 2018

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Knowledge about dismissal decision-making, particularly concerning the criteria used by managers in choosing who will be dismissed and why, is scarce. Considering the implications of such decisions for organizations and society, in this paper, we identify the seven most frequently used criteria in dismissal decisions and examine their importance for managers. We collected data through a survey among 385 managers and used the rational ranking and the multicriteria Analytic Hierarchy Process (AHP) to analyze them. The results show that commitment, performance records, and trust have the greatest impact on the dismissal decision, whereas interpersonal relationship, growth potential, and professional experience are considered secondary criteria. These results contribute to extending our knowledge about dismissal decisions and showing the most relevant criteria in these choices and the relevance assigned to each of the criteria so that greater transparency can be achieved. KEYWORDS | Decision-making, dismissal, dismissal criteria, human resources, analytic hierarchy process. RESUMO

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Section: Discussionsupporting

confidence: 72%

Section: Dismissalmentioning

confidence: 99%

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Dismissal: Important Criteria in Managerial Decision-Making

et al. 2018

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“…To give an overall estimate of the curvilinear effect size across the six samples, we followed the same procedure used by past researchers to meta-analyze curvilinear effects (Verhaeghen & Salthouse, 1997;Williams & Livingstone, 1994).…”

Section: Discussionmentioning

confidence: 99%

Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships

Grijalva

Harms

Newman

et al. 2013

AMPROC

165

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Past empirical studies relating narcissism to leadership have offered mixed results. This study integrates prior research findings via meta-analysis to make four contributions to theory on narcissism and leadership, by (a) distinguishing between leadership emergence and leadership effectiveness, to reveal that narcissism displays a positive relationship with leadership emergence, but no relationship with leadership effectiveness; (b) showing narcissism's positive effect on leadership emergence can be explained by leader extraversion; (c) demonstrating that whereas observerreported leadership effectiveness ratings (e.g., supervisor-report, subordinate-report, and peer-report) are not related to narcissism, self-reported leadership effectiveness ratings are positively related to narcissism; and (d) illustrating that the nil linear relationship between narcissism and leadership effectiveness masks an underlying curvilinear trend, advancing the idea that there exists an optimal, midrange level of leader narcissism.During the last decade, organizational researchers have become increasingly interested in narcissism, as recently evidenced by several insightful contributions (e.g., Galvin, Waldman, & Balthazard, 2010;Judge, LePine, & Rich, 2006;Judge, Piccolo, & Kosalka, 2009;Nevicka, Ten Velden, De Hoogh, & Van Vianen, 2011;Peterson, Galvin, & Lange, 2012), digitalcommons.unl.edu 2 G r i j a lva , H a r m s , N e w m a N , G a d d i s & F r a l e y i N P e r s o n n e l P s y c h o l o g y 6 8 ( 2 0 1 5 ) including a meta-analysis of narcissism and work performance (O'Boyle, Forsyth, Banks, & McDaniel, 2012). Narcissism's rise in popularity coincides with a larger trend in the field of organizational psychology toward building a more thorough understanding of negative workplace behaviors (e.g., counterproductive work behaviors [CWB], abusive supervision, and incivility; Andersson & Pearson, 1999;Sackett, 2002;Tepper, 2000). Within this context, negative personality traits have a newfound appeal, as they carry the potential to harness validity left untapped by trait paradigms focused on the more positive side of personality (Grijalva & Newman, in press;Hogan & Hogan, 2001;Judge et al., 2006;O'Boyle et al., 2012;Paulhus & Williams, 2002;Penney & Spector, 2002;Wu & LeBreton, 2011).This paper seeks to integrate and extend existing findings regarding narcissism's impact on leadership. To be clear, much existing research already focuses on narcissism's role in leadership (Kets de Vries & Miller, 1985;Maccoby, 2000;Rosenthal & Pittinsky, 2006); but this research has not produced consensus concerning whether narcissistic leaders hinder or benefit their organizations. To begin clarifying this issue, we first note that researchers typically define narcissism by listing several diagnostic criteria for Narcissistic Personality Disorder from the Diagnostic and Statistical Manual of Mental Disorder-IV (DSM-IV; APA, 2000; e.g., "has a grandiose sense of self-importance"; "requires excessive admiration"; "has a sense of entitl...

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“…r Weak performers are more likely to stay with an employer when pay-forperformance differentiation is weak (e.g., Harrison, Virick, & William, 1996). For example, Williams and Livingstone (1994) showed that the relationship between performance and turnover is significantly weaker when rewards are not linked to performance than when they are linked to performance.…”

Section: The Value Of Differentiated Evaluationsmentioning

confidence: 99%