Organizational Conditions Affecting Withdrawal Intentions and Decisions as Moderated by Work Experience

Rocco, James M. La; Jones, Allan P.

doi:10.2466/pr0.1980.46.3c.1223

Cited by 8 publications

(3 citation statements)

References 23 publications

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“…Lastly, there are differences in job engagement and job retention intention based on the categories and types of social support. This result is consistent with the research results that state that social support reduces job stress [41] and helps overcome disasters [42]. In addition, research targeted at nurses reports that the level of burnout decreases as social support increases [43].…”

Section: Discussionsupporting

confidence: 90%

A Study on the Job Retention Intention of Nurses Based on Social Support in the COVID-19 Situation

2020

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This study investigated how social support influences the job engagement and job retention intention of nurses struggling in the continuing scenes of the COVID-19 pandemic. To this end, 382 nurses were the participants, data from 377 of whom were analyzed in total, with the following results. First, it showed that nurses’ job engagement and job retention intention were high, depending on their age and work experience. Second, in terms of the factors related to COVID-19, the group with experience in nursing patients infected with COVID-19 and nurses working in COVID-19 divisions had low job retention intention. Lastly, it appeared that there were differences in job engagement and job retention intention depending on the category and type of social support. These results suggest that social support should be provided strategically to ensure nurses’ job retention.

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Section: Discussionsupporting

confidence: 90%

A Study on the Job Retention Intention of Nurses Based on Social Support in the COVID-19 Situation

2020

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“…The collected evidence assures that social support has crucial implications for firm effectiveness. For a number of decades, studies have consistently maintained that social support is a great source for facilitating the psychological, physical and overall well-being of people (LaRocco et al, 1980). There are three fundamental sources of social supportfrom work colleagues, family and friends (Eisenberger et al, 2002).…”

Section: Perceived Supervisor Support For Trainingmentioning

confidence: 99%

The impact of employee perceptions of training on organizational commitment and turnover intention

Rawashdeh

Tamimi

2019

EJTD

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Purpose The purpose of this study is to investigate the impact of employee perception of training on organizational commitment, and consequently, the impact of organizational commitment on turnover intention. Design/methodology/approach This study adopted a quantitative research design. Data were collected from 302 registered nurses working at Jordanian hospitals using an email survey questionnaire. Using statistical package for the social science analysis of regression to test the hypothesized model. Findings The results suggest a strong relationship between two variables: perceived availability of training and perceived supervisor support for training and organizational commitment. On the other hand, the perceived benefits of training is found to be negatively related to organizational commitment. The study also confirms a strong inverse association between organizational commitment and turnover intention. Research limitations/implications Limitations and suggestions for future studies three as with all research, there are limitations to this work. First, only three employee perceptions of training are investigated in this study to include perceived availability of training, perceived supervisor support for training and perceived benefits of training. Given that employee perceptions of training include a number of factors, future research may consider other factors such as motivation to learn and co-worker support for training (Newman et al., 2011). Second, the study uses a quantitative approach. Future studies may conduct interviews to examine the relationship between the variables. Third, the data came from registered nurses working in hospitals in a single industry; to increase the generalizability of the findings, there is a need for future research in other industries in Jordan. Fourth, other attitudinal constructs in addition to organizational commitment may act as potential mediators in the relationship between employee perception of training and turnover intention. Future studies can include mediating variables such as job satisfaction (Poon, 2004) and trust in management (Whitener, 2001), which may better explain the hypothesized relationships. Finally, the findings cannot be generalized, as there is a possibility of bias because of differences in knowledge of and attitude to perceived training. Practical implications The findings of the present study have implications for theory and practice. At the theoretical level, the current study adds to the body of knowledge on commitment and turnover. Specifically, the current study provides evidence of a strong or weak relationship between employee perception of training, organizational commitment and turnover intention. The research findings verify the applicability of the social exchange theory (Blau, 1964) and the norm of reciprocity (Gouldner, 1960), and concurs with Fishbein and Ajzen’s (1967) model of beliefs, attitude and behavioral intentions in Jordanian hospitals. From the practical aspect, the study findings urge Jordanian hospitals to enhance employee perception of training and correlated development opportunities, so as to fulfill their employees’ needs and expectations in terms of organizational development. Hospitals may achieve this by providing effective and more comprehensive training programs and urging supervisors to motivate their subordinates to participate in these programs (Jehanzeb et al., 2013). This study results also confirm that perceived supervisor support is very significant to the maintenance of organizational commitment. Hospitals need to create an environment in which practicing training is highly motivated by supervisors. While supervisors are required to publicize the availability of training to the nursing workforce (Ha et al., 2014). Furthermore, the study findings reveal no evidence of a link between perceived benefits of training and organizational commitment. The premise behind this result is attributed to the fact that employees believe that the benefits obtained from participating in training activities are very limited (Kadiresan et al., 2015). So, supervisors are requested to raise their awareness of the benefits to be gained from participating in training programs. The role of supervisors here is very important, they should also unfreeze the old concerns of individuals through positive approach by communicating aggressively about the benefits of training. Moreover, hospitals need to focus more on promoting better relations between training and career development (Newman et al., 2011). Finally, the study results suggest that organizational commitment is negatively related to turnover intention. So, to increase organizational commitment, the hospitals’ management should first, design more effective in house training, as well as motivate their nursing workforce, and financially support external training programs that will foster the nurses’ skills and knowledge. Second, create a culture of commitment to reinforce the relationship with nursing workforce and encourage them to consider the hospital as a family to which they belong (Diab and Ajlouni, 2015). Finally, the work and environmental conditions must be improved through the provision of career development and promotion opportunities (Silva and Dias, 2016). Originality/value This study makes a significant theoretical contribution to the literature, as it addresses an essential and not so well researched issue in Jordan a developing Arab country in Middle East. The paper investigates the interaction between employee perceptions of training, organizational commitment and turnover intention of registered nurses in Jordanian Hospitals.

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“…For instance, perceptions of being valued and cared for by the organization were positively related to employee conscientiousness, involvement, and innovation (Eisenberger, Fasolo, & Davis-LaMastro, 1990). Furthermore, what the organization does for its employees influences work stress (House, 1981), work-related attitudes (e.g., Fisher, 1985), innovative performance (Janssen, 2000), organizational commitment (e.g.. Shore & Wayne, 1993), and turnover intentions (Horn & Griffeth, 1991;Lance, 1991;LaRocco & Jones, 1978,1980.…”

Section: Literature Review Family Influences On Member Satisfaction mentioning

confidence: 99%

Evaluation of Navy Counseling and Advocacy Programs: Relating Programs to Readiness and Retention

Schwerin¹,

Kelley²,

Farrar³

et al. 2003

PsycEXTRA Dataset

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing this collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden to Department of Defense, Washington Headquarters Services, Directorate for Infonnation Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid 0MB control number. PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS. REPORT DATE (DD-MM-YYYY) PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) AND ADDRESS(ES)Navy Personnel Research, Studies, and Technology Navy Personnel Command 5720 Integrity Drive MiUington, TN 38055-1000 PERFORMING ORGANIZATION REPORT NUMBERNPRST-TN-03-9 SPONSORING / MONITORING AGENCY NAME(S) AND ADDRESS(ES)Navy Personnel Command Assistant Commander Navy Personnel Command for Personal Readiness and Community Support (PERS-661) 5720 Integrity Drive MiUington, TN 38055-1000 SPONSOR/MONITOR'S ACRONYM(S) SPONSOR/MONITOR'S REPORT NUMBER(S) DISTRIBUTION / AVAILABILITY STATEMENTA -Approved for public release; distribution is unlimited ABSTRACTQuality of life (QOL) programs represent a significant investment by the military. Policy-makers need data that will enable them to determine whether QOL programs contribute to positive perceptions of Navy life and impact military outcomes. In the initial phase of this project (see Schwerin, Michael, Glaser, & Uriell, 2001, a QOL assessment system and methodology were developed that could be applied to all Navy QOL programs. The present report evaluates the survey data collected on two QOL programs: New Parent Support Program (NPSP) and the Sexual Assault Victim Intervention (SAVI) program. Surveys were administered to NPSP and SAVI program users at sites Navy-wide. Program quality generally exceeded patrons' expectations and patrons believed the programs met the program specific objectives, the overarching Reasons for Being (RFB) program goals, and Navy organizational objectives. In addition, QOL, Readiness, and the program's contribution to the Service members' Intention to Remain in the military were predicted by various RFB objectives and program quality; however, these variables had less impact on overall Career Intentions. Previous research conducted by NPRST led to the development of a quality of life (QOL) program assessment system and methodology that focused on Sailor perceptions of the effectiveness of QOL programs both at the program-specific level and at a higher-order levelhow well did these programs meet patron QOL needs. Examining QOL programs at this level allow...

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Organizational Conditions Affecting Withdrawal Intentions and Decisions as Moderated by Work Experience

Cited by 8 publications

References 23 publications

A Study on the Job Retention Intention of Nurses Based on Social Support in the COVID-19 Situation

A Study on the Job Retention Intention of Nurses Based on Social Support in the COVID-19 Situation

The impact of employee perceptions of training on organizational commitment and turnover intention

Evaluation of Navy Counseling and Advocacy Programs: Relating Programs to Readiness and Retention

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