Effectiveness of organizational efforts to lower turnover intentions: The moderating role of employee locus of control

Ng, Thomas W. H.; Butts, Marcus M.

doi:10.1002/hrm.20280

Cited by 68 publications

(55 citation statements)

References 83 publications

(100 reference statements)

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“…If performance reviews are completed on a regular basis, these reviews can help reinforce a sense of organizational membership for an employee, making them feel that the organization cares for them and wants them to perform well. As such, effective performance appraisals, by conveying care to the employee, can create a sense of reciprocity, leading to less voluntary turnover (Ng & Butts, 2009). …”

Section: Performance Appraisalmentioning

confidence: 99%

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

Selden

Sowa

2015

Human Service Organizations Management, Leadership & Govern

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Voluntary turnover in nonprofits can present a significant cost, reducing the performance of a nonprofit and challenging its sustainability over time. This study examines voluntary turnover in a sample of human service (HS) nonprofit organizations in eight states, exploring the relationship between the implementation of high performance work practices (HPWP) and voluntary turnover. The findings demonstrate that certain HPWPs, including onboarding, leadership development, compensation, and employee relations, are associated with lower voluntary turnover. The results suggest that human service nonprofits seeking to improve retention should invest more time and resources in developing employees as future leaders and cultivating a positive working environment.

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Section: Performance Appraisalmentioning

confidence: 99%

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

Selden

Sowa

2015

Human Service Organizations Management, Leadership & Govern

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“…Some studies have proposed that employees with an ILC have stronger organizational commitment than those with an ELC (Coleman et al 1999;Furnham 1994;Kinicki and Vecchio 1994;Schyns and Collani 2002). Some researchers understand locus of control (ILC and ELC) as a moderator of the relationship between behaviors and work performance (Ng and Butts 2009;Norris and Niebuhr 1984;Srivastava 2009). …”

Section: The Moderating Role Of External Locus Of Controlmentioning

confidence: 94%

“…Mowday et al (1982) found that personality influenced individuals' affective commitments. Thus, locus of control has been introduced as a moderator to clarify the relationship between employees' behaviors and their work performances (Ng and Butts 2009;Srivastava 2009).…”

Section: Introductionmentioning

confidence: 99%

The Effects of Person-Environment Fit and External Locus of Control on Organizational Affective Commitment: a Study of Immigrant Wives in Taiwan

Tsai

Tsao

2016

Int. Migration & Integration

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The National Immigration Agency of Taiwan reported that, by 2014, more than 498,000 immigrant spouses were registered in Taiwanese households, 91 % of which was female. Immigrant wives are now a significant part of Taiwanese society, and they are an important aspect of the labor force in Taiwan's economy. However, they face major challenges in the workplace, which influences their work outcomes, results in a reduced labor force for enterprises, and increases societal costs. This pioneering study employed the person-environment fit and locus of control concepts from the organizational behavior field to address this issue. A sample of 130 immigrant wives from Indonesia and Vietnam living in Taiwan was surveyed. The results of a hierarchical regression analysis found that immigrant wives' person-job fit and person-supervisor fit significantly influenced their affective commitments to their workplaces. An external locus of control significantly weakened the relationship between person-environment fit and affective commitment. The contributions and implications of the study results were discussed.

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“…In addition to the effect of these inter-personal relationships with individuals, employees' turnover intentions and behaviour are also influenced by their interactions with groups within the organisation, which are perceived holistically, and not as a collection of separate individuals: co-workers (Groysberg & Lee, 2010), work-group (Whiteoak, 2007), and management (Bélanger, Edwards, & Wright, 2003). Furthermore, employees' turnover intentions and behaviour are influenced by the organisation's interactions with employees through policies and processes (Allen, 2001;Kuvaas & Dysvik, 2010;Ng & Butts, 2009). …”

Section: The Nature Of the Research Subject (The Relationship)mentioning

confidence: 99%

Mixed methods to the rescue: Addressing the problem of employee turnover using marital research

Alony

Hasan

Sense

2014

International Journal of Multiple Research Approaches

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Decades of turnover research have identified sets of factors that lead to voluntary employee separation. However, the predictive power of existing turnover models is extremely limited, and does not go far beyond 30%. In contrast, marital research has developed a MMR tool for predicting dissolution which has an accuracy of over 90%, based on a couple's reflections on their past. This paper presents this complex prediction method in current MMR terms, and details the process of adjusting it into employment setting. The paper presents the main issues to consider when adjusting this tool, and provides a detailed description of the concurrent, sequential, conversion, and integrated aspects of it. The paper concludes with remarks highlighting the value this description offers to the MMR toolkit, and to researchers of relationships in general. Decades of turnover research have identified sets of factors that lead to voluntary employee separation. However, the predictive power of existing turnover models is extremely limited, and does not go far beyond 30%. In contrast, marital research has developed a MMR tool for predicting dissolution which has an accuracy of over 90%, based on a couples' reflections on their past. This paper presents this complex prediction method in current MMR terms, and details the process of adjusting it into employment setting. The paper presents the main issues to consider when adjusting this tool, and provides a detailed description of the concurrent, sequential, conversion, and integrated aspects of it. The paper concludes with remarks highlighting the value this description offers to the MMR toolkit, and to researchers of relationships in general.

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Effectiveness of organizational efforts to lower turnover intentions: The moderating role of employee locus of control

Abstract: In the current career climate characterized by change and turbulence, employees may demonstrate limited psychological attachment to their employers. Rousseau (1998)

Cited by 68 publications

References 83 publications

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

The Effects of Person-Environment Fit and External Locus of Control on Organizational Affective Commitment: a Study of Immigrant Wives in Taiwan

Mixed methods to the rescue: Addressing the problem of employee turnover using marital research

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