Abstract
As the aging of the workforce accelerates, the average organizational tenure of employees is continuously increasing. Accordingly, it became more important to explore the relationship between organizational tenure and employee attitudes, behaviors, and performance in order to draw implications for practice. Previous studies on the relationship between organizational tenure and job satisfaction have reported contradictory findings. To address the inconsistent results, this study hypothesizes and analyzes the nonlinear (U-shaped) relationship between organizational tenure and job satisfaction. In addition, this study also examines the moderating effect of the organizational level high-performance work system on the hypothesized relationship. With the multi-level analysis using a sample of 10,069 individuals from 411 firms, we found a U-shaped relationship such that job satisfaction initially decreases but increases after a certain point of organizational tenure. The results also indicate that the higher the level of the high-performance work system, the smoother the U-shaped relationship between organizational tenure and job satisfaction. Theoretical contribution and practical implications are also discussed.
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