Employee Withdrawal Research Articles

Sector and employee withdrawal behavior: evidence from licensed public and private sector commercial bank staff of Sri Lanka

Employee well-being and organizational effectiveness are seriously threatened by withdrawal behavior in the ever-changing business environment. This study explores the complex link between the banking sector (public and private) and employees' withdrawal behavior. Further, which sector of banking staff has more withdrawal behavior is investigated in this study. Regression modeling and quantitative analysis are used in this study to provide persuasive insights into how the sector affects physical and psychological withdrawal behavior (WBP and WBS). Primary data is used in this study, collected through a Likert scale questionnaire from 131 banking staff. The results show a significant and positive relationship between sector and withdrawal behavior. Moreover, the results confirm that private-sector banking staff show higher levels of WBP and WBS than the public sector. Results of the study suggest that both sectors' top management ought to consider some strategic human resource management practices to retain their employees, especially private licensed banks must consider more impressive supervision and motivation strategies to reduce employee turnover because private sector banking staff have a higher level of withdrawal behavior than public sector banking staff.

The Impact of AI Negative Feedback vs. Leader Negative Feedback on Employee Withdrawal Behavior

The Impact of AI Negative Feedback vs. Leader Negative Feedback on Employee Withdrawal Behavior

A Bibliometric Analysis of Employee Withdrawal Behaviour: Current Status, Development, and Future Research Directions

A Bibliometric Analysis of Employee Withdrawal Behaviour: Current Status, Development, and Future Research Directions

Multiple salary comparisons, distributive justice, and employee withdrawal.

Salary comparison has well-established implications for employees' attitudes and behaviors at work. Yet how employees process information about simultaneous comparisons, particularly when internal and external comparison information is incongruent, remains controversial. In this article, we draw from the model of dispositional attribution and equity theory to predict how the incongruence of internal and external salary comparisons affects perceptions of distributive justice and subsequent employee withdrawal behavior. We hypothesized that the effect of salary comparisons on perceived distributive justice follows a hierarchically restrictive schema in which a lower salary in comparison to a referent has a greater effect than a higher salary. This further affects employee withdrawal (neglect, turnover intention, and voluntary turnover). We also propose that the effects of salary comparisons are bounded by employees' zero-sum construal of success. Three studies were conducted to test our hypotheses: a quasi-experimental study and two time-lagged field studies. Consistent with our hypotheses, we observed that, when comparison information was incongruent, underpayment compared with others more strongly affected perceived distributive justice than overpayment did. The subsequent impact on perceived distributive justice was negatively related to employee withdrawal. As expected, the effect of incongruent salary comparison information was stronger for employees with lower zero-sum construal of success. The theoretical and practical implications of these findings are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The perils of leadership development: unintended consequences for employee withdrawal behaviour and conflict

ABSTRACT This study examines potential negative human resource consequences of leadership development. Applying theoretical perspectives on job demands and resources, we argue that leadership development may result in potential negative outcomes by introducing new and different demands on workers, requiring adjustment and adaptation. We further argue that the pervasiveness of this risk increases as leadership training is distributed across an organisation. We examine the effects of the implementation of a leadership development programme across a whole organisation (N = 9471), analysing data on incidences of withdrawal (absenteeism) and conflict (formal grievances) over a four-year period. We analyse data using fixed-effects modelling, and our findings indicated that increases in the proportions of leaders undertaking development in nineteen service units of the organisation over this period predicted increases in absenteeism and grievances raised by staff. Implications for theory in leadership development, and the management of development initiatives are discussed.

Employee withdrawal behavior during forced remote work: the roles of perceived organizational support and meaningful work

PurposeEmployee withdrawal behavior can be costly for an organization. Referring to the job demands-resources (JD-R) model, this study assessed employee withdrawal behavior during forced remote work due to the COVID-19 pandemic. Job demands in the recent crisis tend to be high, resulting in the use of job resources, that is, perceived organizational support (POS) during remote work and meaningful work. Thus, the study aimed to examine the roles of POS and meaningful work toward employee withdrawal behavior during forced remote work.Design/methodology/approachSelf-report questionnaires were received from 320 Thai forced remote employees in various industries. Confirmatory factor analysis was conducted, followed by structural equation model to test hypotheses.FindingsThe full mediating role of meaningful work between POS during remote work and employee withdrawal behavior was detected, emphasizing its significance as an intrinsic motivator to lessen the likelihood of withdrawal behavior.Originality/valueExisting knowledge of remote work is questioned in terms of how it applies to a forced remote situation. This study also confirmed the JD-R model in an unfamiliar scenario, contributing to our knowledge of remote work as a future of work.

Escaping the organization: Examining the influence of supervisor bottom-line mentality on employee withdrawal

Abstract Many professional managers are driven to achieve the bottom line to secure income, honor, and standing in the workplace. Drawing on social information processing theory, we propose that supervisor bottom-line mentality in the workplace has a dysfunctional effect on organizations. Specifically, supervisor bottom-line mentality will hinder subordinates’ perception of the meaning of work, which eventuates high employee withdrawal (turnover intention and work withdrawal behavior). We also verified that amoral management weakens the negative relationship between supervisor bottom-line mentality and meaning of work in the first-stage moderated mediation model. Additionally, the strength of the indirect effects of supervisor bottom-line mentality on turnover intention and work withdrawal behavior is weaker (stronger) when supervisors’ amoral management is high (low). Our hypothesized moderated mediation model is supported by 301 data points generated by a three-stage full-time staff member. Furthermore, we put forward important theoretical and practical implications according to the research.

Emotional labor as emotion regulation investigated with ecological momentary assessment – a scoping review

BackgroundThis scoping review’s aim is to provide a comprehensive overview of ecological momentary assessment (EMA)- based research on emotional labor (EL) as emotion regulation (ER). This includes an examination of the theoretical foundation this research builds on, how the hypothesized relationships are investigated using EMA methods as well as the studies’ findings themselves. We built on the work of Grandey and Melloy (J Occup Health Psychol 22:407–22, 2004), who broadly distinguished between the two regulatory strategies of deep acting (DA) and surface acting (SA), embedded in a hierarchical model of emotional labor, as a guiding theory for structuring this review.MethodsTo be included, studies had to use EMA to measure SA or DA, with no restrictions regarding population and date of publication. The electronic databases CINAHL, PsycArticles, PsycINFO, PSYNDEX, Embase, PubMed, and Web of Science were searched. Studies were included if they met the above criteria and were written in English or German. Out of 237 publications, 12 were chosen for this review.ResultsAll studies were based on emotional labor theories, with Arlie Hochschild’s theory being the most popular, followed by Alicia Grandey's emotional labor theory and its modifications (Grandey AA. Emotion Regulation in the Workplace: A New Way to Conceptualize Emotional Labor; Grandey AA. When “the show must go on”: Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery. 2003). The methodological quality of the studies varied greatly. The results of the studies indicate that SA is influenced by negative events, trait SA, service innovation and certain emotions, while DA is influenced by positive events and emotional intelligence. Emotional labor benefits the organization, e.g., by improving customer conflict handling, but also causes harm by increasing employee withdrawal behavior. For the employee, emotional labor results in more harm than benefits.Conclusions The research area is still in its early stages and the findings are mostly consistent, but the small number of studies needs to be replicated to increase the reliability of the results. The lack of evidence for ertain hypotheses highlights the presence of unresolved relationships that require further exploration. We are only at the beginning of investigating emotional labor using ecological momentary assessment, and conducting more high-quality studies will significantly enhance our comprehension of emotional labor.

A Literature Review on the Effect of Perceived Organizational Support on Employee Engagement and Employee Performance of Government Agencies in Singapore, Thailand and Indonesia

The support of the organization where individuals work influences employees' quality of life in government agencies. Employee-perceived organizational support (POS) has been proven in previous research to help reduce employee stress levels and emotional exhaustion during work. The influence of POS in government agencies in Singapore, Thailand, and Indonesia shows similarities and differences. This research explores POS elements, namely Socio-emotional, Orientation towards organization and work, Behavioral outcomes, and Employee welfare, and its impact on government agencies in Singapore, Thailand, and Indonesia. The author uses a qualitative literature study approach; this research reveals POS elements practiced in government agencies in Singapore, Thailand, and Indonesia. The three countries theoretically use POS elements. However, in practice, their impact is very different, so the results of engagement and performance produced by employees are also different. The difference is that the POS implemented in Singapore and Thailand agencies contains a "behavior results" element, whereas in Indonesia, there is none. In Indonesia, nothing was found explicitly regarding the issue of cross-cultural citizenship behavior and employee withdrawal behavior. Furthermore, the POS measurement tool in the three countries uses the Survey of Perceived Organizational Support. The influence of POS fosters a positive work environment and can encourage employee satisfaction and work commitment. Therefore, agencies in Indonesia need to adapt it to increase employee engagement and performance

The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior

AbstractGiven the adverse consequences of destructive leadership at work, we examine leader favoritism prevalent in contemporary organizations. Our study builds on previous research on unethical leadership behaviors and extends social exchange theory by assessing whether leader favoritism contributes to employee psychological withdrawal behavior at work and whether perceived unfairness explains this link, addressing a gap in the literature on this topic. In addition, we investigate the condition of perceived employability to seek whether the influence of perceived unfairness due to leader favoritism on psychological withdrawal behavior at work is strengthened when employees think they can secure alternative employment elsewhere. The study utilizes a two‐wave data collection approach to gather responses from 206 front end customer service employees working in the hospitality and tourism firms in the United Arab Emirates (UAE). The study findings offer empirical support for the proposed mediated moderation model. Specifically, the results demonstrate that leader favoritism directly, indirectly (via perceived unfairness), and positively influence employee withdrawal behaviors. This influence is stronger among employees who believe they can easily find alternative employment options. Our findings highlight the relevance of incorporating social exchange theory into the unethical leadership behaviors and withdrawal behaviors literature and provide valuable insights for managers into how to mitigate the practice of leader favoritism because of its adverse consequences on employees' work attitudes and behavior.

Psychological contract breach and withdrawal behavior: Mediating role of psychological ownership of job and organization in Nepal

Employees cannot benefit more from formal and legal relationships alone, and a framework for addressing their psychological aspects at the workplace is essential. Therefore, this study aims to gauge the direct effect of psychological contract breaches on employee withdrawal behaviors and ownerships and the mediating role of ownerships in the relationship between psychological contract breaches and withdrawal behaviors in Nepal. This study adopted the cross-sectional survey to gather the perceptional data on a 5-point Likert scale from the 701 staff members working in the Nepali travel and tourism business. The hypotheses were tested via the positivist research philosophy and deductive reasoning approach aligning with the social exchange and equity theories. The study used structural equation modeling for data screening and analysis. The current study revealed a positive impact of psychological contract breach on predicting psychological-withdrawal behavior (B = .22, p < .001) and physical-withdrawal behavior (B = .18, p < .001) and a negative impact of psychological contract breach on job-based ownership (B = –.15, p < .001) and organization-based ownership (B = –.19, p < .001). Job-based ownership mediated the relationship between psychological contract breach and psychological-withdrawal behavior (B = .08, p < .001) and between psychological contract breach and physical-withdrawal behavior (B = .06, p < .001). Finally, organization-based ownership mediated the relationship between psychological contract breach and psychological-withdrawal behavior (B = .02, p < .01) and between psychological contract breach and physical-withdrawal behavior (B = .05, p < .001).

The honey-trap of workplace friendship: Developing and testing a three-way interaction model to understand when and why workplace friendship triggers employee withdrawal behaviour.

Although previous research has found that workplace friendship has beneficial effects on employees' and organisations' consequences, knowledge regarding the complexity and dark sides of workplace friendship is limited. Our purpose is to develop and test a three-way interaction model that explains when and how negative outcomes of workplace friendship are likely to unfold considering both individual personality and contextual conditions. Based on the stressor-emotion model, we argue that workplace friendship may also be a stressor due to its conflicting and contradictory dual roles, which in turn triggers negative employees' emotions, thus, leading to withdrawal behaviour. Furthermore, we propose that emotional reactivity and task interdependence are individual and contextual factors that induce and catalyse the negative effect of workplace friendship. By analysing the data from 429 respondents, the result supported our hypotheses. Overall, our research provides a theoretical and empirical foundation for future research on the dark sides of workplace friendship.

Employees' Reactions to a Citizen Incivility Climate: A Multilevel Multisource Study.

Although public service employees are regularly exposed to uncivil behavior by citizens, we still know little about the effects of these incivilities. This study aims to examine the reactions of public employees who work in a climate of citizen incivility. Using a multilevel multisource design, we examine the indirect effects of citizen incivility climate on employee withdrawal and helping behaviors via job tension, and test the moderating influence of employees' public service motivation on these relationships. Our analyses were performed using data collected from a sample of 734 employees and 77 supervisors working in Canadian public libraries. Results show that public servants who work in a climate of citizen incivility experience greater job tension and consequently show more withdrawal and less helping behaviors. Our results also show that public service motivation acts as a buffer against the detrimental effects of incivility climate on helping behaviors, but not against withdrawal.

Does Plateau impact on Employee Withdrawal behavior at Workplace: A Moderated Mediation Model

Does Plateau impact on Employee Withdrawal behavior at Workplace: A Moderated Mediation Model

Perceived alternative job opportunities and turnover intention as preliminary steps in employee withdrawal

Background: Employee turnover represents permanent withdrawal from the organization, which brings longterm unfavorable consequences, especially when it comes to the voluntary early departure of quality employees. Turnover intention is a preliminary step that can predict the employee's intention to leave and is very often the main precursor to the final decision to leave or stay. In addition to internal organizational influences, a strong influencing factor on such a decision is represented by perceived alternative job opportunities. Purpose: The goal of the paper is, therefore, to examine the employee's perception of the possibilities of alternative employment and their turnover intention to determine that the main factor of the environment strongly shapes thinking in the context of leaving. Study design/methodology/approach: The primary research was conducted on a convenience sample of 423 in 15 medium and large enterprises in Croatia (Slavonia and Baranja region) and in various economic sectors: Agriculture, Industry, Energy, Construction, Services, Trade, Transport, Education, and Tourism and Hospitality. The data were subjected to univariate and bivariate analysis. The influence of sociodemographic variables was also tested to identify possible differences between different groups of employees. Findings/conclusions: The results of the research indicate fairly low rates of turnover intention, with a simultaneous perception of very few or weak possibilities for alternative employment. There are no statistically significant differences between the sociodemographic groups, so all employees, for the most part, do not intend to leave the organization in which they are currently employed, but they also do not think that they could easily be employed elsewhere. Limitations/future research: The biggest limitation is the examination of only these two variables without studying cause-effect relationships, which is also a recommendation for future research. It could be helpful to analyze competitiveness on the labor market, because the situation of the market can also affect the perception of employability, which would determine whether the perceptions are close to the real picture.

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.

Does Inclusive Leadership Improve the Sustainability of Employee Relations? Test of Justice Theory and Employee Perceived Insider Status

The concept of inclusion has moved beyond being a social construct and has received widespread attention from organisational scholars and practitioners due to its varied effects on employee behaviours and sustainable organisational outcomes. This study tests the impact of inclusive leadership on the withdrawal behaviours of employees. Perceived insider status is used as a mediator and distributive justice as a moderator. This study has collected data from nurses, physicians, and paramedics of selected tertiary hospitals in Pakistan. A convenience sampling technique was used to collect data. A total of 264 responses were analysed using the PLS-SEM approach. Results found that inclusive leadership was positively related to perceived insider status and negatively related to employee withdrawal. Perceived insider status mediated the link. The impact of inclusive leadership on perceived insider status was stronger when distributive justice was high. This study offers multiple theoretical and practical implications, as it uses justice theory as a mechanism to explain boundary conditions around the effects of inclusive leadership on employee perceptions of being insiders, managing employee withdrawals, and improving sustainability in employee relations.

Electronic communication during nonwork time and withdrawal behavior: An analysis of employee cognition-emotion-behavior framework from Chinese cultural context.

Although a large number of literatures have explored the relationship between electronic communication during nonwork time and individual perception and behavior under the Western culture background, we still have some limitations on this topic under the cultural background of collectivism, dedication and “Guanxi” in China. Different from Western organizations, Chinese employees tend to put work first and are more inclusive of handling work tasks during nonwork time. This type of communication during nonwork time can significantly affect employees’ cognition, emotion and behavior. From the perspective of Job Demands-Resources theory, this study constructs a double-edged (U-shaped) model between electronic communication during nonwork time and employee withdrawal behavior. Sample data were collected from 516 employees with clear working time boundaries in China. The results indicate that electronic communication during nonwork time has a U-shaped effect on employee withdrawal behavior and an inverted U-shaped effect on employee’s cognition, namely job engagement. Job engagement plays a mediating role between them. Moreover, regulatory emotional self-efficacy has a moderating effect on the relationship between electronic communication during nonwork time and job engagement. These findings not only provide theoretical and practical implications for managers and employees on how to reduce withdrawal behaviors, but also advance our understanding of electronic communication during nonwork time in Chinese cultural context.

Job Satisfaction and Organizational Commitment as Factors Affecting Employee Withdrawal at Army Flight Center

The Army Aviation Center is the central implementing agency of the Indonesian Army, in carrying out its main tasks using aircraft requires a high level of security. One of the factors that support the creation of high security is by trying to overcome the problem of human resources, this is a serious concern by the leadership. The purpose of this study is to analyze the influence of organizational commitment and job satisfaction on employee withdrawals and the effect of the level of organizational commitment and job satisfaction together on the withdrawal of civil servants at the Army Aviation Center, either simultaneously or partially. The research method in this paper is quantitative, with a path analysis research model with a view to solving problems by collecting data, compiling data, then analyzing statistically and interpreting it to further obtain a valid result using the calculation of the Statistical Product And Service Solutions application. Based on the results of statistical data processing carried out, the research results obtained include organizational commitment has an influence on Employee Withdrawal and while job satisfaction on Employee Withdrawal is said to have an effect.

Psychological well-being and its impact on employee withdrawal behavior An applied study of the opinions of a sample of employees in the Vocational Education Department in Najaf Al-Ashraf

يهدف البحث الحالي الى معرفة طبيعة العلاقة بين الرفاهية النفسية، وسلوك الانسحاب لدى الموظفين اذ تم تطبيق البحث على عينة من الموظفين العاملين في قسم التعليم المهني في النجف الاشرف وتم اختيار عينة عشوائية بسيطة مكونة من (52) موظفا، واعتمد البحث الاستبانة اداة رئيسة لجمع البيانات، يسعى البحث لاختبار علاقة الارتباط والتأثير لبيان العلاقة بين المتغيرات، وتم استخدام عدة اختبارات احصائية لمعالجة البيانات باستخدام البرنامج الاحصائي (SPSS VR.23).
 تكمن أهمية البحث الحالي في محدودية الدراسات التي تناولت العلاقة بين متغيرات (الرفاهية النفسية وسلوك الانسحاب) وكذلك محاولة البحث الحالي دراسة ومعالجة مشكلة واقعية تؤثر بشكل مباشر على الافراد العاملين والمجتمع في قسم التعليم المهني في النجف الاشرف.
 توصل البحث الى استنتاجات معرفية وتطبيقية منها وجود علاقة ارتباط ذات دلالة احصائية بين متغيرات البحث الحالي ووجود تأثير ذو دلالة احصائية بين الرفاهية النفسية وسلوك الانسحاب.