Changes In Turnover Intention Research Articles

The Impact of COVID-19 on U.S. Computer Science Faculty's Turnover Intentions: The Role of Gender.

The COVID-19 pandemic has been challenging for college faculty, with evidence that it has the potential to exacerbate pre-pandemic gender inequities in work demands (Tugend, 2020). The impact of the pandemic may be particularly difficult for women in male-dominated STEM fields such as computer science that pose additional challenges and had high attrition rates among women faculty pre-pandemic (NSF, 2019; Weisgram & Diekman, 2017). The present study examined the mechanisms through which gender may have implications for changes in turnover intentions due to the pandemic among computer science faculty, with a focus on changes in work-family conflict and workplace attitudes. A total of 317 tenure-line and non-tenure line computer science faculty across the U.S. (54.26% women, 49.84% tenured) completed a survey that included items examining whether the pandemic changed work-family conflict, work-related attitudes (job satisfaction, sense of belonging, burnout), and turnover intentions. Results of analyses indicated that identifying as a woman indirectly predicted larger increases in turnover intentions due to the pandemic, through increased work-family conflict, burnout at work, and decreased feelings of job satisfaction. The results suggest that the pandemic has the potential to increase women's attrition from computer science faculty positions, further exacerbating their underrepresentation.

Job characteristics, job attitudes and employee withdrawal behaviour: A latent change score approach

AbstractEmployee withdrawal is a critical issue for organisations and has been the topic of extensive research. Although much turnover research used between‐person designs, this study focused on the impact of within‐person changes in job characteristics on job attitudes and withdrawal behaviour, using the challenge‐hindrance stressor as our main theoretical framework. The focus was on the job characteristics workload (a challenge stressor), emotional demands (a hindrance stressor) and autonomy (a job resource) and on positive (dedication) and negative (organisational cynicism) job attitudes as process variables. Latent change score modelling based on data of 1530 Dutch employees collected in three waves across 2 years showed that changes in workload, emotional demands and autonomy resulted in changes in organisational cynicism, which, in turn, related to changes in turnover intentions, but not absenteeism. Changes in autonomy were related to changes in dedication, which, in turn, were associated with changes in turnover intentions, but not absenteeism. This study highlights the importance of investigating within‐person changes in job characteristics in explaining changes in job attitudes and employee withdrawal behaviour. From a practical perspective, this study shows how job design affects dedication and organisational cynicism and hence can contribute to combat employee withdrawal behaviour.

PENGARUH KETERLIBATAN KARYAWAN DAN KESEIMBANGAN KEHIDUPAN KERJA TERHADAP TURNOVER INTENTION


 Business competition in the global market poses problems for companies. The problem faced by the company is not only how to set a marketing strategy for profit. Companies are faced with problems regarding the level of turnover intention of their employees. The company will spend more to train the new employee's ability if there is a turnover of its employees. So that the problem of turnover intention becomes the focus of management in order to suppress the desire of employees to quit or change jobs. This study was conducted to determine the level of turnover intention seen from employee involvement and work-life balance. This research was conducted at a company in Kediri, East Java. The research sample obtained as many as 100 respondents. The research data will be processed with SPSS using multiple linear regression analysis techniques. Based on the results of the tests that have been carried out, it is proven that employee involvement has a significant influence on the formation of turnover intention. In addition, turnover intention is also significantly influenced by work-life balance. Work involvement and work-life balance together have a significant influence on changes in turnover intention.

Impact of Ethical Leadership and Caring Work Climate on Turnover Intention of Health Care Professionals Mediating Role of Emotional Exhaustion

Objective: To examine the mediating relation of emotional exhaustion as well as moderating function of caring climate in such relationships. Study Setting: Health care providers in government hospitals (such as Lahore General Hospital, Mayo Hospital, Services Hospital, Nishtar Hospital, Multan) as well as private hospitals (such as Fatima Memorial Hospital, Shalamar Hospital, Doctors Hospital, National Hospital, Bakhtawar Amin Hospital, Multan) and health care centres in Lahore (such as the latter two) are included in this group. The health care providers are also included in this group. Study Duration: This study was conducted from period of 1st September to 1st December, 2020 in the selected Hospitals. Materials and Methods: In order to acquire data, a sampling method was used. Google forms were used to collect data online. A total of 105 health care professionals from Lahore's health care organisations participated in the survey. Process macro model 8 shows that ethical leadership is critical to assessing the variations in emotional tiredness and turnover intention, whereas the ethical environment has a negligible moderating impact on the changes in turnover intention. Exhaustion mediated the influence of ethical leadership on turnover intention, according to the findings. Results: The findings show that the ethical conduct of higher management is critical because workers' perceptions of an ethical leadership are based on the ethical beliefs of managers, and their sincere and truthful conduct is an important influence in shaping the organisational environment and thus influencing the employees' turnover intention. Aside from future research directions, the theoretical and practical consequences and constraints of the discussion are also contested. Conclusion: According to the findings of this study, the influence of ethical leadership on employee turnover is totally mediated by emotional weariness. There is a correlation between ethical leadership and the desire to leave the company. The association between ethical leadership and emotional weariness is also diminished. Furthermore, this study indicated that emotional irritation and turnover intention are linked in a positive manner. Keywords: Emotional weariness; ethical leadership; purpose to replace; ethical climate; climate of turnover

Why do millennials stay in their jobs? The roles of protean career orientation, goal progress and organizational career management

In this paper we report a time-lagged study over six months analyzing the indirect effect of protean career orientation on changes in turnover intentions via personal work goal progress in a sample of millennial employees. Consistent with protean career theory and social exchange theory, we found that protean career orientation indirectly leads to decreases in turnover intentions over time and this effect was moderated by organizational career management practices. This effect was observed because the relationship between goal progress and decreases in turnover intentions became less salient when organizations were perceived to offer high levels of formal career practices. We discuss the implications for research and practice.

Pushed out or opting out? Integrating perspectives on gender differences in withdrawal attitudes during pregnancy.

In light of recent research suggesting mothers are more likely to withdraw from work than fathers are, we assess the relative contributions of popular "pushed-out" and "opting-out" perspectives over the course of their pregnancies. As pregnancy is a pivotal time for the reevaluation of work and life roles, we investigate the degree to which gender differences in changes in turnover intentions and intentions to return to the workforce are explained by changes in perceived career encouragement from organizational members (a pushed-out factor), as well as changes in the employees' own career motivation (an opting-out factor), throughout pregnancy. We also examine the relationships between these pushed-out and opting-out variables over time. Using latent growth modeling, we find support for the notion that women's perceptions of being pushed out may lead to women's opting out of their organizations. We find that gender (being female) indirectly relates to an increase in turnover intentions and a decrease in career motivation throughout pregnancy, as explained by decreases in perceptions of career encouragement (for women) at work. Theoretical and practical implications of these findings are discussed. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

The role of machiavellianism in employee reactions to organizational change - PEO Withdrawn (WITHDRAWN)

In large-scale change initiatives, uncertainty and strain on employees tend to accumulate over time. Yet, changes in employees’ reactions during this process and the role of inter-individual differences have not received much attention to date. While some employees might leave the organization at the first opportunity, others might remain loyal. Here, we explore the reactions of high Machiavellian versus low Machiavellian employees during a transformational, long-term change process. More specifically, we propose a longitudinal (cross-level) moderated mediation model in which changes in employee turnover intentions over time are mediated by changes in work engagement, and the mediation process is moderated by employees’ levels of Machiavellianism. We find support for our model in a longitudinal study of 1602 police personnel undergoing a long-term, major organizational change process. Data was collected at three measurement points with a total time lag of 19 months. Results showed that employees’ work engagement decreased and turnover intentions increased during the change process, and that changes in turnover intentions were indeed mediated by changes in engagement. The negative changes in employees’ reactions during the change process were also significantly stronger for high Machiavellian employees than for low Machiavellian employees, in line with our hypotheses.

Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort

This study investigated relations between pay-for-performance incentives designed to vary in instrumentality (annual pay-for-performance, quarterly pay-for-performance, and base pay level) and employee outcomes (self-reported work effort and turnover intention) in a longitudinal study spanning more than 2 years. After controlling for perceived instrumentality, merit pay increase, and the initial values of the dependent variables, the amount of base pay was positively related to work effort and negatively related to turnover intention, where both relationships were mediated by autonomous motivation. The amounts of quarterly and annual pay-for-performance were both positively related to controlled motivation, but were differently related to the dependent variables due to different relations with autonomous motivation.

The comparative study on changes in turnover intention according to the level of Burn out and the convergence mediating factors in fire officer

The comparative study on changes in turnover intention according to the level of Burn out and the convergence mediating factors in fire officer

Work–family conflict, social support, and turnover intentions: A longitudinal study

This longitudinal study examined the relative merits of two alternative perspectives on the interplay between work–family conflict, social support, and turnover intentions. According to the cross-domain perspective, family-to-work conflict (FWC) should be more important in predicting increases in turnover intentions than work-to-family conflict (WFC). According to the matching-perspective, however, WFC should be more important in predicting increases in turnover intentions than FWC. We expanded the debate about matching- versus cross-domain relationships by testing whether resources (i.e., social support) should stem from the same domain (i.e., work or family) as the conflict (i.e., matching-principle) or from the other domain (i.e., cross-domain perspective). Additionally, authors hypothesized that changes in WFC and FWC predicted changes in turnover intentions and tested reciprocal relationships between WFC/FWC and turnover intentions. This longitudinal study (5-month time lag) with 665 employees revealed that (increases in) WFC predicted increases in turnover intentions, whereas (increases in) FWC did not. The relationship between WFC and increases in turnover intentions was buffered by work–family specific leader support but not by work–family specific support from family and friends. Further, results revealed reverse relationships such that turnover intentions predicted increases in WFC and FWC. Taken together, the results of this study supported the matching-principle rather than the cross-domain perspective. The reverse relationships found between work–family conflict and turnover intentions challenge the common view that work–family conflict antecedes turnover intentions in a unidirectional way.

Understanding Chinese non‐managerial employees' response to western HRM: changes in turnover intention

Chinese lower‐level employees' perspective on western‐style HRM is neglected. Partly remedying this gap, we report changes in non‐managerial employees' feelings as they move from employment in Chinese‐owned enterprises to that in Anglo‐American‐invested multinational corporations (MNCs). We investigate the employees' appreciation of their enterprise and three work aspects linked both to their enterprise HRM environment and to Chinese cultural emphases. Our findings show that increases in pride in enterprise and in feeling responsible for own work correlate significantly with increased intention to stay, but increases in feeling involved in enterprise decision‐making do not. This suggests that Chinese non‐managerial employees appreciate western‐style HRM practices that resonate with their cultural values but not otherwise. Further, this suggests that Chinese cultural emphases on mianzi, collectivism and power distance remain important for non‐managerial employees and that Chinese MNC unit managers, when introducing HRM practices, need to take account of possible differences in outlook between them and their subordinates.