Organizational, work, and personal factors in employee turnover and absenteeism.

Abstract

Research carried out over the past 10-12 years concerning factors related to turnover and absenteeism in work situations is critically examined. On a general level, overall job satisfaction was found to be consistently and inversely related to turnover. More specifically, in an effort to break down the global concept of job satisfaction, various factors in the work situation were analyzed as they related to withdrawal behavior. Four categories of factors, each representing one "level" in the organization, were utilized: (a) organization-wide factors, (6) immediate work environment factors, (c) job-related factors, and (d) personal factors. Several variables in each of the four categories were found to be related fairly consistently to one or both forms of withdrawal. An attempt is made to put the diverse findings into a conceptual framework centering around the role of met expectations. Methodological considerations and future research needs are also discussed.

Predicting Affective Responses to Unexpected Outcomes

“…Previous research has shown the importance of expectations as referents in determining satisfaction with a job (Porter & Steers, 1973) and with various products (Bolton & Drew, 1991;Anderson & Sullivan, 1993). The results of our first study broaden these findings to include the realm of numerical outcomes such as test scores or bowling scores.…”

“…For example, the concepts of met and unmet expectations have been used in research on employees' socialization into organizations. Porter and Steers (1973) things as pay and benefits as well as organizational roles and responsibility. According to these authors, unmet expectations lead to dissatisfaction, especially when there is disconfirmation of important expectations.…”

Identifying Key Workplace Stressors Affecting Twentieth Air Force: Analyses Conducted from December 2012 Through February 2013

“…Absenteeism and turnover are sometimes described as means of withdrawing as a response to job dissatisfaction, exhaustion, burnout, and depression (Maslach, Schaufeli, and Leiter, 2001;Spector et al, 2006). A wide variety of factors can affect absenteeism and turnover, including health, psychological disorders, stress, social norms, culture, conflict with management, and individual differences (for examples of research on several of these topics, see Aldana and Pronk, 2001;Porter and Steers, 1973;and Podsakoff, LePine, and LePine, 2007). For example, family conflict (such as spousal abuse) and unhealthy activities (such as substance abuse) have also been shown to result in higher rates of absence and turnover (Mighty, 1997;McFarlin and Fals-Stewart, 2002).…”

Dynamic Job Satisfaction Shifts: Implications for Manager Behavior and Crossover to Employees

“…In a qualitative review of early turnover research, Porter and Steers (1973) concluded that, at that time, much of the turnover process literature focused primarily on the relationship between job satisfaction and voluntary turnover. A few years later, Mobley (1977) proposed that low levels of satisfaction with one's job leads to thoughts of leaving the organization, which lead to searching for alternative jobs and evaluating alternatives, which leads to turnover intentions, and which ultimately results in an employee deciding to quit the organization.…”

“…In a qualitative review of early turnover research, Porter and Steers (1973) proposed that low levels of satisfaction with one's job leads to thoughts of leaving the organization, which lead to searching for alternative jobs and evaluating alternatives, which leads to turnover intentions, and which ultimately results in an employee deciding to quit the organization. Thus, Mobley positioned turnover intentions as the most proximal antecedent to turnover, and job satisfaction as a more distal antecedent.…”