Abstract
Recent research has highlighted possible benefits to companies from former employees. This study draws on organizational identification research to explore the factors that affect former employees' supportive behavior toward their former organizations. The analysis of the data obtained from 302 Japanese employees indicated that supportive behavior toward a former organization positively correlates to identification with a former organization and the perceived prestige of the organization. Furthermore, the results also revealed that the relationship between supportive behavior toward a former organization and identification with the organization is moderated by the perceived prestige of the former organization and identification with the present organization. The theoretical contributions of the study are twofold. First, the findings suggest that drawing on organizational identification literature can advance research on the positive influence of employee mobility. Second, the study is the first attempt to address identifications with both the former organization and present organization simultaneously.
Highlights
In recent years, the increase in employee mobility has prompted re-examination of how turnover affects companies
This study confirms that Identification with former company (IDFO) strongly affects supportive behavior toward former organizations
Results demonstrate that Identification with present company (IDPO) moderates the positive relationship between IDFO and supportive behavior toward former organizations
Summary
The increase in employee mobility has prompted re-examination of how turnover affects companies. Studies view the consequences of turnover through the lens of human capital theory or cost analysis. More recent studies re-examine its effects from the viewpoint of social capital theory. Shaw, Duffy, Johnson, and Lockhart (2005) indicated that turnover diminished firms’ internal social capital. Broschak (2004) associated managerial turnover with market tie dissolutions. Song, Almeida, and Wu (2003) showed that employee mobility damaged companies that lose employees via knowledge spillover. Most studies have cited adverse effects of employee turnover (Hausknecht & Trevor, 2011)
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