Occupational commitment, industrial relations and turnover intention

Yuan, Ling; Yu, Yue; Jian, Li; Ning, Lutao

doi:10.1108/cms-08-2011-0065

Cited by 19 publications

(17 citation statements)

References 73 publications

(105 reference statements)

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“…Whereas Somer (1995) found a negative association between the same in US healthcare sector, thus, culture and sector may have an effect. In addition, Yuan et al (2014) suggested employers focusing on their employees’ occupational commitment to reduce turnover intention. The study also noted that alternative job opportunities moderate the negative association of job satisfaction and professional commitment with leave intention.…”

Section: Discussionmentioning

confidence: 99%

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How commitment and satisfaction explain leave intention in police force?

Ahmad

Islam

Saleem

2019

PIJPSM

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Purpose The purpose of this paper is to investigate the impact of professional commitment and job satisfaction on leave intention considering alternative job opportunities as a moderator. Design/methodology/approach The authors collected data from 147 patrolling police officers on the basis of convenience sampling using a questionnaire-based survey. Findings The study noted that professionally committed and satisfied police officers are less likely to leave their organization. In addition, alternative job opportunities strengthen the negative association of professional commitment and job satisfaction with leave intention. Research limitations/implications This study was conducted at one point of time and the majority of the respondents were male, therefore, the results might be gender biased. This study has implications for policymakers and HR managers. Practical implications Law enforcement agencies and organizations should develop and sustain workplace environments where professional commitment and job satisfaction can positively influence the leave intentions of their employees. More specifically, it provides insight to the managers to retain talented and commitment employees in their organizations. Originality/value This study adds to the scant literature on professional commitment and alternative job opportunity in the context of police.

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Section: Discussionmentioning

confidence: 99%

“…A four-item scale from the studies of Weng and McElroy (2012) and Yuan et al (2014) was used to measure alternate job opportunity. Huang et al (2017) used the same scale and reported 0.84 as its internal consistency.…”

Section: Methodsmentioning

confidence: 99%

How commitment and satisfaction explain leave intention in police force?

Ahmad

Islam

Saleem

2019

PIJPSM

View full text Add to dashboard Cite

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“…Employee turnover in emerging economies, such as China, has drawn increasing attention in labor literature (Liu et al, 2013;Xiao and Cooke, 2012;Yuan et al, 2014). In the past, most organizations in China relied on government allocations of labor to meet their development requirement.…”

Section: Introductionmentioning

confidence: 99%

Job satisfaction and turnover intention in China

Huang

Chen

Liu

et al. 2017

CMS

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Purpose This paper aims to examine the moderating effects of job alternatives and policy support on the relationship between job satisfaction and turnover intention. Design/methodology/approach A questionnaire survey was conducted in China. The study sample consisted of employees from organizations of different sizes, ownerships and industry types. Finally, 462 valid questionnaires were obtained. Findings Cognitive job satisfaction has a stronger negative effect on turnover than affective job satisfaction, and both effects depend on the factors related to ease of movement. Cognitive job satisfaction is more effective when job alternative is low and policy support is high, whereas affective job satisfaction leads to lesser turnover when job alternative is high and policy support is low. Research limitations/implications First, the demography of the respondents may have limited the generalizability of our findings. Second, this study has the limitation common to all cross-sectional studies. Third, this study focuses on turnover intention of employees rather than actual turnover rates. Finally, although the authors have identified specific factors related to ease of movement as the moderators by drawing upon the organizational equilibrium theory and current HRM literature, there may be other moderators that can affect the relationship between job satisfaction and turnover. Practical implications HRM managers should apply organizational HRM to the local institutional environment, especially to the human resource policies of local governments, which vary significantly across regions in China. Social implications HRM managers should be very cautious to approach career development task in China, especially when they have an attitude of whatever works in mature economies will surely work in organizations in Chinese society. Originality/value The findings extend previous career development literature that assumes unconditional effects of job satisfaction on turnover intention. With the objective of exploring the effects of conditional factors, the current study explores the special role of job alternatives and policy support in the job satisfaction – turnover relationship in the context of China. Additionally, the findings provide support for the application of organizational equilibrium theory in the context of China.

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“…We also eliminated other possible effects of individuals’ demographic features on job performance by using several control variables. Employees’ gender and age are two factors suggested by previous studies as influential factors on performance and attitude (Ng and Feldman, 2010), and as Yuan et al (2014) suggest that employees with a higher education level may have higher job performance, we controlled the education level of team members. Moreover, we also added team size as a control variable to offset its possible effect on LMX (Erdogan and Bauer, 2010).…”

Section: Methodsmentioning

confidence: 99%

Leader-member exchange differentiation and team member performance

Yuan

Xiao

et al. 2016

IJM

Self Cite

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Purpose The purpose of this paper is to examine the relationship between leader-member exchange (LMX) differentiation and team members’ job performance. The conceptual model developed in this paper also investigates the moderating role of the perception of organisational politics (POP) in affecting the association between LMX differentiation and team members’ job performance. Design/methodology/approach The authors collected data using a survey from 32 Chinese firms. The questionnaire included scales measuring LMX, POP, job performance, and demographic variables. The final sample consisted of 122 teams with 561 employees. The hypothesised relationships among variables were assessed using hierarchical linear modelling. Findings The results show that the higher the LMX differentiation, the lower the level of team members’ contextual performance. The authors also found that POP has a significant effect in positively moderating the relationships between LMX differentiation and team members’ contextual and task performances. Research limitations/implications The conceptual model developed and verified in this paper provides essential insights for the research on LMX and job performance. Future studies are suggested to collect cross-national data to examine the conclusions of this study. Originality/value The association between LMX differentiation and team members’ job performance is moderated by the degree of POP.

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Occupational commitment, industrial relations and turnover intention

Cited by 19 publications

References 73 publications

How commitment and satisfaction explain leave intention in police force?

How commitment and satisfaction explain leave intention in police force?

Job satisfaction and turnover intention in China

Leader-member exchange differentiation and team member performance

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