Incorporating organizational justice, role states, pay satisfaction and supervisor satisfaction in a model of turnover intentions

DeConinck, James B.; Stilwell, C. Dean

doi:10.1016/s0148-2963(02)00289-8

Cited by 198 publications

(164 citation statements)

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“…The opposite position has, however, also been advanced, suggesting that satisfaction mediates between commitment and turnover (see Tett & Meyer, 1993). Antecedents of both constructs are remarkably similar (e. g., job characteristics; DeConinck & Stilwell, 2004;Grebner et al, 2003), and no strong case can be made for a causal precedence of one of these attitudes over the other conceptually.The argument that leavers sever their ties with the organization but may take on very similar jobs (Porter et al, 1976) is, of course, plausible, but so is the reverse: People may dislike their immediate job and leave, not only to get away from the organization but to get better job conditions. Empirically, meta-analyses (e. g., Chang, Rosen, & Levy, 2009;Tett & Meyer, 1993) have concluded that job satisfaction and organizational commitment both contribute to turnover (or turnover intentions).…”

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Push and Pull Motivations for Quitting

Semmer

Baillod

Berset

et al. 2014

Zeitschrift für Arbeits- und Organisationspsychologie A&O

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Abstract. We report a new analysis of data from a multi-year study, some of which were previously published in the current journal. A longitudinal sample of 380 computer specialists was followed over two years, yielding three measures each of job satisfaction, organizational commitment, and turnover intentions, as well as actual turnover, and reasons for leaving, at Times 2 and 3. Career paths were more diverse than the classical distinction between stayers and leavers implies. Furthermore, although the largest single group of leavers cited "push" reasons, conforming to the classical withdrawal model, a sizable number were attracted to another job ("pull motivation"). In a three-wave structural equation model, job (dis)satisfaction predicted turnover, while organizational commitment exerted its influence only via its association with job satisfaction. As expected, however, attitudes predicted turnover only for participants with push motivation. Quitting, in turn, predicted an improvement in both satisfaction and commitment, indicating that it paid off for the individual. The necessity to study consequences of turnover and to distinguish between different subgroups of stayers and leavers is emphasized. Key words: turnover, job satisfaction, commitment, intention to quit, turnover motivation Push und Pull Motivation der Fluktuation: Eine Längsschnittanalyse der Antezedenzen und Folgen des Stellenwechsels über drei MesswellenZusammenfassung. Arbeitsunzufriedenheit und geringe organisationale Verbundenheit sind als Prädiktoren der Fluktuationsabsicht und des Stellenwechsels gut etabliert. Diese Vorhersage sollte aber vor allem auf Personen zutreffen, die ihre Stelle wechseln möchten, weil sie nicht zufrieden sind ("push" -motivierte Fluktuation). Hingegen sollten Arbeitszufriedenheit und organisationale Verbundenheit nicht die Stellenwechsel derjenigen vorhersagen, die mit ihrer jetzigen Tätigkeit zufrieden sind und mit dem Wechsel ein verlockendes und herausforderndes Ziel verfolgen ("pull" -motivierte Fluktuation). Dass Arbeitszufriedenheit und organisationale Verbundenheit Fluktuation nur bei Push-Motivation vorhersagen, stellt unsere zentrale Hypothese dar. Zudem gingen wir davon aus, dass dem Stellenwechsel ein Anstieg der Arbeitszufriedenheit und organisationalen Verbundenheit folgt, und zwar unabhängig von der Fluktuationsmotivation. Ü ber einen Zeitraum von zwei Jahren wurden diese Annahmen über jährliche Befragungen (drei Messzeitpunkte) geprüft, wobei alleauch diejenigen, die die Stelle gewechselt hatten -einbezogen wurden. 380 IT Spezialisten machten Angaben zu Arbeitszufriedenheit, organisationaler Verbundenheit und Fluktuationsabsicht zu allen drei Messzeitpunkten sowie zur tatsächlichen Fluktuation und zur Fluktuationsmotivation nach dem ersten und zweiten Jahr (Messzeitpunkte 2 und 3). Die erhobenen Daten -die teilweise bereits in der ZAO publiziert wurden -wurden in einem longitudinalen Strukturgleichungsmodell reanalysiert. Die Ergebnisse zeigten, dass die klassische Unterscheidung zwischen Wechseln...

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confidence: 99%

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Push and Pull Motivations for Quitting

Semmer

Baillod

Berset

et al. 2014

Zeitschrift für Arbeits- und Organisationspsychologie A&O

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“…Estudos anteriores referentes a relação entre Burnout e Justiça no ambiente organizacional afirmam a existência de uma série de consequência não desejadas como inerente dos reflexos do Burnout na percepção de Justiça e vice versa, tais como Alcoolismo (Kouvonen et al, 2008); Exaustão Emocional (Cole, Bernerth, Walter, & Holt, 2010); Problemas no sono e Stress Emocional (Elovainio et al, 2009); Ansiedade (Elovainio, Kivimaki, Vahtera, Virtanen, & Keltikangas-Jarvinen, 2003); Dificuldade de comprometimento (Deconinck & Stilwell, 2004;Paz-Vega, 2009;Heponiemi, Kuusio, Sinervo & Elovainio, 2011); Redução de produtividade (Paz-Vega, 2009;Heponiemi et al, 2007;Devonish & Greenidge, 2010;Husted & Folger, 2004); Comportamentos negativos no ambiente de trabalho (Deconinck & Stilwell, 2004); Turn Over (Sora, Caballer, Peiro, Silla & Gracia, 2010;Elovainio et al, 2011;Cole et al, 2010;Parker & Kohlmeyer, 2005) entre outras consequências que podem influenciar nas metas e objetivos organizacionais, bem como em demais aspectos da vida dos indivíduos.…”

Section: Introductionunclassified

Burnout e Justiça Organizacional: Um Estudo em Servidores Públicos Federais

Schuster¹,

Dias²,

Battistella³

2014

RAIMED

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“…To appreciate organizational justice is vital for organizations because organizational justice is important for employees' job satisfaction, organizational commitment, and intention to quit (DeConinck & Stilwell 2004).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Organizational Support and Justice Perception on Commitment and Intention to Quit: An Empirical Study on Turkish State Universities

Erat¹,

Erdil²,

Kitapçı³

2012

JGSM

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In recent years, the number of universities has increased. This situation has raised the level of competition among state universities as well as private universities. The facilities offered by universities and the perception of justice cause academicians to question their work satisfaction and commitment to their universities. The purpose of this study is to identify the impact organizational support and perception of justice has on the commitment of academicians to their institutions and their intention to quit. Over a thousand academicians participated in our study. Our analysis results conclude that perceived organizational support and justice significantly affect commitment and the intention to quit.

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Incorporating organizational justice, role states, pay satisfaction and supervisor satisfaction in a model of turnover intentions

Cited by 198 publications

References 35 publications

Push and Pull Motivations for Quitting

Push and Pull Motivations for Quitting

Burnout e Justiça Organizacional: Um Estudo em Servidores Públicos Federais

The Impact of Organizational Support and Justice Perception on Commitment and Intention to Quit: An Empirical Study on Turkish State Universities

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