Performance Outcomes of Turnover Intentions in Temporary Organizations: A Dyadic Study on the Effects at the Individual, Team, and Organizational Level

Abstract

This research examines the link between turnover intentions from temporary and permanent organizations and how both types of turnover intentions affect employee performance at an individual, temporary and permanent organizational level. Using dyadic data from 253 team members and their supervisors we find that turnover intentions from temporary organizations significantly enhance turnover intentions from permanent organizations, which leads to decreasing performance at all three levels. A moderation analysis suggests that companies can reduce detrimental effects of turnover intentions from temporary organizations by providing transparency and possibilities to participate in staffing processes. Our paper contributes to research on the performance effects of employee turnover intentions by: (1) analyzing effects of turnover intentions from temporary organizations; (2) investigating the interplay between turnover intentions from temporary organizations and the permanent organization; and (3) considering performance effects at three different organizational levels.