Credit Where Credit is Due: A Field Survey of the Interactive Effects of Credit Expectations and Leaders’ Credit Allocation on Employee Turnover

Proell, Chad A.; Sauer, Stephen J.; Rodgers, Matthew

doi:10.1002/hrm.21670

Cited by 11 publications

(9 citation statements)

References 107 publications

(134 reference statements)

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“…Over the last three decades, researchers examining the process of employee voluntary exits have coalesced around the unfolding model of turnover (T. W. Lee & Mitchell, 1994; Niederman et al, 2007). Although this has resulted in a well‐defined understanding of which elements of the voluntary turnover process lead individuals to exit (e.g., growing dissatisfaction, negative shocks at work; Holtom, Mitchell, Lee, & Inderrieden, 2005; T. W. Lee, Mitchell, Holtom, McDaniel, & Hill, 1999; Proell, Sauer, & Rodgers, 2016), this research almost exclusively focuses on the processes or paths leading up the decision to quit, stopping short of examining factors that occur after the decision is made (other than speed of actually leaving; T. W. Lee et al, 1999). Augmenting this broad framework, however, is scattered research examining nuanced processes, including employee cognitions, emotions, and behaviors, that take place when employees voluntarily separate from their jobs but occur after they have made the decision to exit.…”

Section: Voluntary Turnover and Exit Transitionsmentioning

confidence: 99%

The paths from insider to outsider: A review of employee exit transitions

Klotz

Swider

Shao

et al. 2020

Human Resource Management

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Employees' roles as organizational members often do not end immediately after they have made the decision to leave or it has been made for them. Instead, this decision serves as a turning point initiating an exit transition process. The purpose of this article is to consolidate prior scholarship in order to gain an understanding of the state of the science, as it pertains to exit transitions. Our literature review yielded almost 200 articles that have directly or indirectly studied the exit transition process. In organizing the insights from these studies, four categories of exit transition scholarship emerged—exit transitions in the context of voluntary turnover, involuntary turnover, temporary transitions, and top management exits. Moreover, our review indicated that exit transitions are shaped by three critical forces—the permanence of the transition, the magnitude of the identity change associated with the exit, and the organizational impact of the exit. We review research on each of the four categories and show how each type of transition is shaped by these forces. Finally, we turn our focus to the future of work and discuss how changes in the way that work is structured may alter the study of employee exit transitions in the future.

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Section: Voluntary Turnover and Exit Transitionsmentioning

confidence: 99%

The paths from insider to outsider: A review of employee exit transitions

Klotz

Swider

Shao

et al. 2020

Human Resource Management

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“…It is also directly related to perceptions of justice, such that employees experience significant levels of injustice when they are not given credit for their work (Bies & Shapiro, ; Davidson & Friedman, ). Finally, receiving credit has positive associations with job performance (Bradler, Dur, Neckermann, & Non, ; Mosley & Irvine, ), and negative relations with employee turnover (Proell, Sauer, & Rodgers, ). Credit sharing can also serve an instrumental function for managers, such that it increases the performance of their teams, hence elevating their leadership success.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Next, we propose that credit sharing is expected to be negatively related to turnover intentions and turnover. Sharing credit increases perceptions of support (Proell et al, ) and makes subordinates feel valued (Rodgers et al, ), trusted (Bambale, ), and empowered (Graham & Cooper, ). Proell et al () asked employees to recall situations where their managers shared or refrained from sharing credit with them.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Sharing credit increases perceptions of support (Proell et al, ) and makes subordinates feel valued (Rodgers et al, ), trusted (Bambale, ), and empowered (Graham & Cooper, ). Proell et al () asked employees to recall situations where their managers shared or refrained from sharing credit with them. Results indicated that employees in the “credit sharing” condition were less likely to leave the organization after the incident than employees in the “credit taking” condition.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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An interpersonal perspective of perceived stress: Examining the prosocial coping response patterns of stressed managers

2019

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Summary We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tested our predictions in a sample of 281 employees and their 53 managers working in a clothing retailer in Turkey. Consistent with predictions, we found positive effects of managers' perceived stress on their prosocial coping behaviors and employee outcomes. Managers' perceived stress was positively related to sharing credit with employees for managers who held positive implicit prototypes about employees. Results also indicated that managers' perceived stress was positively related to sharing knowledge with their subordinates regardless of implicit follower prototypes. Both sharing credit and sharing knowledge, in turn, were related to turnover intentions and actual turnover, and sharing credit was related to job performance. This study extends past work by adopting an interpersonal perspective of stress and demonstrating that managerial stress can have positive effects on employee outcomes via prosocial coping behaviors.

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“…Furthermore, employees may also practice impression management, which is a series of behaviors performed in order to be viewed more favorably by others (Bolino et al, 2016). Examples include adjusting one’s leadership style to gain influence (Proell, Sauer, & Rodgers, 2016), taking credit for others' work (Peck & Hogue, 2018), and altering job performance behavior while searching for jobs externally (Ahn & Ok, 2019). As individuals who use impression management strategies tend to be agreeable or conform to supervisors (Bolino, Kacmar, Turnley, & Gilstrap, 2008), it is conceivable they might not provide true scores on questionnaires related to their current jobs.…”

Section: Introductionmentioning

confidence: 99%

Your words reveal your thoughts: A two‐wave study of assessing language dimensions in predicting employee turnover intention

Seih

Lepicovsky

Chang

2020

Int J Selection Assessment

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Assessing turnover intention with explicit approaches (self‐report scales) contains several measurement limitations, including social desirability, impression management, and self‐defense, potentially resulting in reduced accuracy. To improve the accuracy of assessment, the current research conducted a two‐wave study to examine whether implicit variables provide incremental effect in predicting turnover intention, after controlling for explicit variables. A computerized text analysis program, Linguistic Inquiry and Word Count, was used to identify language dimensions in participants' writing samples, and these exported scores serve as implicit language variables. Results demonstrate that language variables provide significant incremental effect (9% of explained variance) in predicting turnover intention, and this effect lasted at a one‐month follow‐up. The language dimensions signal topics of concern associated with turnover intention.

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Credit Where Credit is Due: A Field Survey of the Interactive Effects of Credit Expectations and Leaders’ Credit Allocation on Employee Turnover

Abstract: Today's human resource management community has a strong interest in the issue of how HR practice is implemented by managers and leaders in the work

Cited by 11 publications

References 107 publications

The paths from insider to outsider: A review of employee exit transitions

The paths from insider to outsider: A review of employee exit transitions

An interpersonal perspective of perceived stress: Examining the prosocial coping response patterns of stressed managers

Your words reveal your thoughts: A two‐wave study of assessing language dimensions in predicting employee turnover intention

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