The Relationship Between Employee Job Change and Job Satisfaction: The Honeymoon-Hangover Effect.

Abstract

Recent research suggests that the turnover process is not fully captured by the traditional sequential model relating job dissatisfaction to subsequent turnover. The present study contributes to this research by modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process. Specifically, the authors hypothesized that low satisfaction would precede a voluntary job change, with an increase in job satisfaction immediately following a job change (the honeymoon effect), followed by a decline in job satisfaction (the hangover effect). Though this pattern is suggested in the literature, no prior research has integrated and tested this complete temporal model within individuals. Findings based on a sample of managers supported the proposed honeymoon-hangover effect.

Pursuing happiness in everyday life: The characteristics and behaviors of online happiness seekers.

“…Research on positive events and activities, such as getting married (Lucas & Clark, 2006) or earning a promotion (Boswell, Boudreau, & Tichy, 2005), suggests a general pattern of hedonic adaptation, such that people experience a boost in happiness at the start of the positive change, followed by an eventual return to their original baseline level of happiness as they grow accustomed to the change and begin to take it for granted. It is possible, then, that just as individuals adapt to changes in their life circumstances, they may also adapt to any initial happiness boosts they might obtain from engaging in a self-improvement program.…”

Turning up by Turning Over: The Change of Scenery Effect in Major League Baseball

“…Common to this research is focus on the effects of postentry interventions. Research on the "honeymoon effect," which suggests that entry into a new organization may be accompanied by positive perceptions and anticipation (Boswell et al, 2005), addresses entry somewhat differently by suggesting that exit decisions are usually preceded by job dissatisfaction. Although focusing on attitudes rather than performance, this research sheds light on the influence of prior employment even after joining a new organization.…”

“…Research suggests the positive affect and commitment resulting from organizational entry will be followed by a decline, or "hangover" in job satisfaction (Boswell et al, 2005;2009). This is supported by studies demonstrating similar declines in attitudes as employees move from newcomer to veteran phases (Hom & Griffeth, 1991;Vandenberghe, Panaccio, Bentein, Mignonac, & Roussel, 2011).…”

“…suggests that entering a new organization may bolster individual job satisfaction (Boswell, Boudreau, & Tichy, 2005;Boswell, Shipp, Payne, & Culbertson, 2009), but does not address performance outcomes. Extending this research to the performance domain is important because employee exits rarely mark the end of careers, and the effects of increased worker mobility have yet to be explored.…”

Making it last: Combating hedonic adaptation in romantic relationships

“…Adaptation to positive events such as being promoted to a new job (Boswell, Boudreau, & Tichy, 2005) and the birth of a child (Clark & Georgellis, in press) appears to be faster and more complete than adaptation to negative events. Parallel findings have been obtained for adaptation to romantic relationships.…”