Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.

Hausknecht, John P.; Trevor, Charlie O.; Howard, Michael J.

doi:10.1037/a0015898

Cited by 170 publications

(219 citation statements)

References 43 publications

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“…Overqualified employees who are part of a cohesive team (Hausknecht, Trevor, & Howard, 2009) characterised by high levels of professional support such as sharing of specialist knowledge, frequent communication, collaboration and interaction, and social-emotional support between team-members may demonstrate higher levels of performance compared to their overqualified counterparts who have fewer interdependent relationships with their peers or who are part of a less cohesive team.…”

Section: Discussionmentioning

confidence: 99%

Perceived Overqualification and Performance. The Role of the Peer-Group

Alfes¹

2013

German Journal of Human Resource Management: Zeitschrift für Pe

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Perceived overqualification and performance. The role of the peer-group ** Research on the relationship between perceived overqualification and individual performance has examined individual experiences of overqualification in isolation. The present study approaches this relationship in a new light by examining a condition under which perceptions of overqualification lead to higher versus lower performance levels. This condition is the joint perception of overqualification held by one's colleagues. Regression analyses based on data from 780 employees in 62 teams in a service organisation in the United Kingdom reveal that overqualified employees perform better as peer-group perceptions of overqualification increase. Conversely, employees with lower perceptions of overqualification perform worse as peer-group perceptions of overqualification increase. These results indicate that HRM practitioners can avoid negative outcomes of overqualification if they position overqualified individuals within teams, where other employees are also overqualified. Überqualifikation und individuelle Leistungserbringung. Die Rolle der Arbeitsgruppe Die bisherige Forschung zum Zusammenhang zwischen Überqualifikation und individueller Leistungserbringung hat überqualifizierte Mitarbeitende weitestgehend isoliert betrachtet. Die vorliegende Studie beleuchtet diesen Wirkungszusammenhang aus einem geänderten Blickwinkel, indem eine Rahmenbedingung untersucht wird, unter der die individuelle Wahrnehmung von Überqualifikation zu höherer beziehungsweise niedrigerer Leistungserbringung führt. Diese Rahmenbedingung ist die gemeinsame Wahrnehmung von Überqualifikation innerhalb der Arbeitsgruppe. Regressionsanalysen basierend auf Daten von 780 Mitarbeitenden in 62 Teams in einer Dienstleistungsorganisation in Großbritannien zeigen, dass die Leistungserbringung von überqualifizierten Mitarbeitenden steigt, je mehr sich die Arbeitsgruppe als überqualifiziert einschätzt. Im Gegensatz dazu erbringen Mitarbeitende mit geringer Überqualifikation schlechtere Leistungen, wenn sie in einer Arbeitsgruppe mit Überqualifizierten arbeiten. Die Ergebnisse der Studie zeigen, dass Personalverantwortliche die negativen Auswirkungen von Überqualifikation vermeiden können, indem sie überqualifizierte Personen in Teams mit weiteren überqualifizierten Mitarbeitenden einsetzen.

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Section: Discussionmentioning

confidence: 99%

Perceived Overqualification and Performance. The Role of the Peer-Group

Alfes¹

2013

German Journal of Human Resource Management: Zeitschrift für Pe

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“…As in past re-search (e.g., George & Bettenhausen, 1990), approximately six months after survey administration, the organization provided information on the number of people who had voluntarily left the organization each month. I divided this number by the total number of employees who were in a unit at the time of survey data collection to arrive at a turnover rate for each unit (Hausknecht, Trevor, & Howard, 2009). …”

Section: Methodsmentioning

confidence: 99%

The Benefits of Climate for Inclusion for Gender-Diverse Groups

Nishii

2013

AMJ

851

951

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“…As with other consequences, empirical evidence favors negative turnover-customer outcome associations. High turnover has been linked with (a) longer customer wait times in fast-food restaurants (Kacmar et al, 2006;Peterson & Luthans, 2006); (b) less favorable service quality perceptions among casino guests (Hausknecht et al, 2009) and call center customers (Batt & Colvin, in press); (c) lower mystery shopper scores for both retail bookstores (Ton & Huckman, 2008) (Hurley & Estelami, 2007), bank branches (Gelade & Ivery, 2003;Morrow & McElroy, 2007;Ryan et al, 1996), health care facilities (Plomondon et al, 2007), and automotive services stores (Sowinski et al, 2008). Although the basic pattern is consistent across multiple studies, results are sometimes sensitive to the sample type (hourly vs. managerial); turnover aggregation period; turnover type; and/or presence of control, mediating, or moderating variables (Detert et al, 2007;Hausknecht et al, 2009;Kacmar et al, 2006;Koys, 2001;McElroy et al, 2001;Ton & Huckman, 2008;Van Iddekinge et al, 2009).…”

Section: Customer Outcomesmentioning

confidence: 99%

Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications

Hausknecht

Trevor

2010

Journal of Management

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321

398

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Studies of the causes and consequences of turnover at the group, unit, or organizational level of analysis have proliferated in recent years. Indicative of its importance, turnover rate research spans numerous academic disciplines and their respective journals. This broad interest is fueled by the considerable implications of turnover rates predicting broader measures of organizational effectiveness (productivity, customer outcomes, firm performance) as well as by the related perspective that collective turnover is an important outcome in its own right. The goal of this review is to critically examine and extract meaningful insights from research on the causes and consequences of group, unit, and organizational turnover. The review is organized around five major "considerations," including (1) measurement and levels of analysis issues, (2) consequences, (3) curvilinear and interaction effects, (4) methodological and conceptual issues, and (5) We thank Jacob Holwerda and Shaun Werbelow for research assistance.Collective Turnover at the Group 2 Abstract Studies of the causes and consequences of turnover at the group, unit, or organizational level of analysis have proliferated in recent years. Indicative of its importance, turnover rate research spans numerous academic disciplines and their respective journals. This broad interest is fueled by the considerable implications of turnover rates predicting broader measures of organizational effectiveness (productivity, customer outcomes, firm performance) as well as by the related perspective that collective turnover is an important outcome in its own right. The goal of this review is to critically examine and extract meaningful insights from research on the causes and consequences of group, unit, and organizational turnover. The review is organized around five major "considerations," including (1) measurement and levels of analysis issues, (2) consequences, (3) curvilinear and interaction effects, (4) methodological and conceptual issues, and (5) antecedents. The review concludes with broad directions for future research.Keywords: turnover; retention; performance; organizational effectiveness Collective Turnover at the Group 3 Employee turnover is one of the most widely studied phenomena in the organizational sciences, historically receiving significant top journal attention, particularly with regard to predicting why individuals leave organizations. As part of the recent shift toward a more strategic approach to studying human resource (HR) management, however, researchers have become increasingly aware of the importance of understanding turnover at the group, unit, and organizational levels. Indeed, as of 2010, more than 100 articles have been published on turnover at these levels, over half of which appeared in the past decade alone. This literature, although largely consistent with the longstanding assumptions that turnover in the aggregate has meaningful implications for organizations, lacks a rigorous analysis of its major antecedents and consequences, a...

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Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.

Cited by 170 publications

References 43 publications

Perceived Overqualification and Performance. The Role of the Peer-Group

Perceived Overqualification and Performance. The Role of the Peer-Group

The Benefits of Climate for Inclusion for Gender-Diverse Groups

Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications

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