Inequity and Its Relationship To Turnover Among Hourly Workers in the Major Production Shops of the Boeing Company.

Telly, Charles S.

doi:10.5465/ambpp.1969.4980383

Cited by 7 publications

(6 citation statements)

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“…Developed by Adams (1965), the equity theory suggests that individuals in the workplace tend to compare the input-output ratio (e.g., contribution-compensation ratio) with their coworkers to determine if they are treated fairly. Specifically, for hourly employees, if they feel that they are treated unfairly, they tend to be dissatisfied with their job and have higher intentions to quit (Telly, 1969). Therefore, employees' job satisfaction and commitment are highly related to whom they compare themselves with.…”

Section: Social Exchange Theory and Equity Theorymentioning

confidence: 99%

Examining the impact of psychological capital on workplace outcomes of ethnic minority foodservice employees

Wen

Liu-Lastres

2021

International Journal of Hospitality Management

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The purpose of this study was to examine the impacts of psychological capital on various workplace outcomes of ethnic minority employees in the foodservice industry. Guided by the social exchange theory and the equity theory, this study developed and tested a survey instrument and collected 407 valid responses through a cross-sectional online survey. Results of the structural equation model analysis confirmed the positive impact of psychological capital on work engagement and workplace happiness, and their further impacts on job satisfaction and commitment. The results of multi-group comparisons showed differences between salaried and hourly employees. For individuals holding salaried positions, it was work engagement, rather than psychological capital, that affected their workplace happiness. For hourly employees, although psychological capital influenced their work engagement and workplace happiness, their work engagement and work happiness remain unrelated. Based on the findings, this study 2 offered practical implications on how to enhance psychological capital for ethnic minority employees.

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Section: Social Exchange Theory and Equity Theorymentioning

confidence: 99%

Examining the impact of psychological capital on workplace outcomes of ethnic minority foodservice employees

Wen

Liu-Lastres

2021

International Journal of Hospitality Management

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“…under rewarded, under compensated, etc. ), they are more likely to be dissatisfied with their job and eventually leave the organization (Telly, 1969). Frame of reference – based on ET – indicates that employee satisfaction is determined by whom they compare their situation to.…”

Section: Literature Reviewmentioning

confidence: 99%

Investigating differences in job-related attitudes between full-time and part-time employees in the foodservice industry

Joung

Choi

Taylor

2018

IJCHM

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Purpose The purpose of this paper is to examine differences of the perceived internal marketing practices (IMP), job satisfaction (JS), organizational commitment (OC) and turnover intention (TI) between full- and part-time employees and to incorporate employment status as a moderator in the restaurant employee turnover model. Design/methodology/approach The target population included current restaurant full- or part-time employees in the USA. The questionnaire was distributed to potential participants through an online survey that the company used to collect nationwide data. Findings Full-time employees’ perceptions of the IMP were comparably greater than those of part-time employees, and full-time employees were also more committed to the organization and had less intention to leave than their part-time counterparts. Significant moderating effects of employment status existed in the restaurant employee turnover model. Research limitations/implications The current study may not adequately capture the differences between full- and part-time employees by asking respondents to identify their employment status. Practical implications IMP should be facilitated at the management level to provide insight and value to their employees, and more attention and effort in the internal marketing and human resource practices for part-time employees are needed to have more satisfied and committed employees, and, in turn, better performance. Originality/value The literature on full- and part-time employees was incomplete, and there was minimal research that tested differences between full- and part-time employees in the foodservice industry.

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“…Finally, the analysis combined four job levels (hourly employees, supervisory, managerial, and salaried professionals), and no distinction was made between the subgroups where retention predictors may vary significantly (Hausknecht, 2009). While the literature on turnover and retention is extensive, there are limited studies that address hourly employees exclusively (Martin et al, 2012;Telly, 1969). In an attempt to predict turnover, Kanfer et al (1988) investigated behavioral antecedents at three job tenure levels.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…They suggested that early departure may be explained by "intrain-individual or social-psychological variables" (Kanfer, 1988, p. 334) that were not assessed in their study. Telly (1969) applied the inequity theory and suggested that when employees perceive an inequitable treatment, they will not contribute their best efforts towards the organization goals. If the inequity is excessive, the employees will eventually leave the organization.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Employment characteristics and retention predictors among hourly employees in large US theme parks and attractions

Milman

Dickson²

2014

International Journal of Contemporary Hospitality Management

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Purpose – The aim of this paper is to evaluate and analyze hourly line-level employees' characteristics and their perceptions of their employment experience in large US theme parks and attractions, as well as to explore predictors for their retention. Design/methodology/approach – The research instrument adopted a theoretical framework based on previous retention studies of hourly employees in various industries. Following a qualitative phase with theme park employees, the survey was tailored to the uniqueness of the industry. Since major theme park companies are protective of their employee database, a “snowball” sampling technique was adopted using a variety of Social Networking Sites (SNS). A total of 307 usable responses were attained. Findings – The results indicated that of the 27 employment characteristics studied, the most important were perceived to be advancement opportunities, humane approach to employees, and a fun and challenging job. Importance-Performance analysis revealed that the largest gaps were recorded in the areas of pay, advancement opportunities, and a humane approach to employees. The results also confirmed that hourly employees' retention was predicted by employees' level of satisfaction, better experience with pay, and better experience with employee development training classes. However, hourly employee retention was also predicted by the employees' negative experience with flexible working hours and performance reviews. Research limitations/implications – Data collection through Social Networking Sites (SNS) may not necessarily be as reliable a source for data collection as other methodologies, though some contemporary research justifies its reliability. Utilizing the “snowball” technique and the absence of random sampling may have slanted the responses. Although demographic data on the typical theme park employee is unavailable, the data was skewed towards younger employees who may not necessarily represent other age groups. Due to the US theme park industry's leading presence in Central Florida, the sample primarily represented hourly employees working for the Central Florida theme park industry. Practical implications – As the labor pool continues to decline, employers must adopt new creative strategies to keep their employees and attract new ones at the same time. This may be attained by developing and revising mission statements, values, and corporate visions that may be applicable to hourly employees: the largest labor segment in the theme park and attraction industry. Originality/value – While recent hospitality turnover research focused on its antecedents, this study explores the predictors of why employees stay. Previous retention studies have focused on hotels or restaurants and not on the unique group of theme park hourly employees that work in different settings and employment conditions. Knowing why people stay can help reduce turnover and thus lower the cost of staffing.

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Inequity and Its Relationship To Turnover Among Hourly Workers in the Major Production Shops of the Boeing Company.

Cited by 7 publications

References 0 publications

Examining the impact of psychological capital on workplace outcomes of ethnic minority foodservice employees

Examining the impact of psychological capital on workplace outcomes of ethnic minority foodservice employees

Investigating differences in job-related attitudes between full-time and part-time employees in the foodservice industry

Employment characteristics and retention predictors among hourly employees in large US theme parks and attractions

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