Managing voluntary collective turnover: the impact of a cynical workplace climate

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michelle Brown ◽  
Christina Cregan ◽  
Carol T. Kulik ◽  
Isabel Metz
Keyword(s):  
High Performance ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Workplace Climate ◽  
Content Type ◽  
Hr Practices ◽  
Employee Cynicism ◽  
Hr Managers ◽  
The Impact ◽  
Collective Turnover

PurposeVoluntary collective turnover can be costly for workplaces. The authors investigate the effectiveness of high-performance work system (HPWS) intensity as a tool to manage voluntary collective turnover. Further, the authors investigate a cynical workplace climate (CWC) as a boundary condition on the HPWS intensity–voluntary collective turnover relationship.Design/methodology/approachThe unit of analysis is the workplace, with human resource (HR) managers providing data on HPWS practices in Time 1 (T1) and voluntary collective turnover two years later. Aggregated employee data were used to assess the cynical workplace climate. Hierarchical regression analysis was used to test the hypotheses.FindingsThis study’s results demonstrate a negative relationship between HPWS intensity and voluntary collective turnover when there is a low cynical workplace climate. The authors find that in a high cynical workplace climate, HPWS intensity is ineffective at managing voluntary collective turnover.Research limitations/implicationsThis study’s results show that HPWS intensity needs to be well received by the workforce to be effective in reducing voluntary collective turnover.Practical implicationsTo increase the chances of HPWS intensity reducing voluntary collective turnover, workplaces need to assess the level of employee cynicism in their workplace climates. When the climate is assessed as low in cynicism, the workplace can then consider implementing an HPWS.Originality/valueThe authors explain why the HPWS intensity–voluntary collective turnover relationship varies across workplaces. As HR practices are subject to interpretation, workplaces need to look beyond the practices in their HPWS and focus on employee receptivity to HR practices.

Breach or bridge your career? Understanding the relationship between career plateau and internal employability

2018 ◽  
Vol 47 (5) ◽  
pp. 986-1002 ◽  
Author(s):  
Yi-chun Lin ◽  
Angela Shin-yih Chen ◽  
Yu-ting Lai
Keyword(s):  
Psychological Contract ◽  
Negative Relationship ◽  
Psychological Contract Breach ◽  
Hierarchical Regression ◽  
Contract Breach ◽  
Content Type ◽  
Career Plateau ◽  
Job Content ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to identify the impact of career plateau (hierarchical and job-content plateau) on internal employability, and to investigate psychological contract breach as a moderator on the relationship between career plateau (hierarchical and job-content plateau) and internal employability. Design/methodology/approach Data were collected by distributing paper-based questionnaires to 521 workers in private banking sectors in Taiwan. Hierarchical regression analysis was used to examine the results of the relationships. Findings The results supported the idea that career plateau (hierarchical and job-content plateaus) could be a significant antecedent of internal employability. Psychological contract breach significantly moderated the negative relationship between career plateau (hierarchical and job-content plateau) and internal employability. Specifically, the negative relationship between career plateau and internal employability will be stronger for employees who perceive a higher level of psychological contract breach. Practical implications These findings can help human resource practitioners gain a better understanding of the value of applicable approaches as an influence on a plateaued employee’s perception of internal employability, and to facilitate a positive employer–employee relationship, which could foster both a successful career for an individual and a prosperous performance for the organization that employs them. Originality/value Career plateau have been aroused variety issues in HR practice, but employability and psychological contract breach have barely been discussed with career plateau. This study empirically establishes the correlation between career plateau and internal employability as well as shown that psychological contract breach would decrease the plateaued individual’s willingness to stay in the current organization. Thus, the career plateau may provide organizations with a helpful perspective on one’s career development. Building substantial relationships between employees and employers lead to better human capital for organizations as it deals with rapidly changes in the real world.

The role of perceived high-performance HR practices and transformational leadership on employee engagement and citizenship behaviors

2020 ◽  
Vol 35 (6) ◽  
pp. 513-526
Author(s):  
Shenyang Hai ◽  
Kai Wu ◽  
In-Jo Park ◽  
Yongxin Li ◽  
Quan Chang ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Behavior ◽  
Employee Engagement ◽  
Organizational Citizenship Behavior ◽  
High Performance ◽  
Job Engagement ◽  
Content Type ◽  
Hr Practices ◽  
The Us ◽  
The Impact

PurposeThe purpose of this study is to investigate the impact of high-performance (HP) human resource (HR) practices on employee job engagement and organizational citizenship behavior (OCB) and the moderating effects of transformational leadership.Design/methodology/approachA sample of 268 employees from the US and a sample of 288 employees from South Korea (SK) were used for examining the hypotheses.FindingsThe results illustrated that high-performance HR practices (HPHRP) significantly predicted employee job engagement and OCB in SK. Transformational leadership was found to moderate the associations of HPHRP with employee job engagement and OCB in SK, while in the US, transformational leadership only moderated the relationship between HPHRP and OCB.Practical implicationsTransformational leaders reinforce the quality of the employee–organization relationship and strengthen the impact of HPHRP on employees' positive work-related behaviors.Originality/valueThis study contributes to the understanding of employees' organizational behavior as exploring the relationships of HPHRP, transformational leadership, job engagement and OCB.

scholarly journals Exploring the HRM-performance relationship: the role of creativity climate and strategy

2016 ◽  
Vol 38 (3) ◽  
pp. 438-462 ◽  
Author(s):  
Margaret Heffernan ◽  
Brian Harney ◽  
Kenneth Cafferkey ◽  
Tony Dundon
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Employee Performance ◽  
Performance Outcomes ◽  
Organisational Performance ◽  
Content Type ◽  
Hr Managers ◽  
Creativity Climate ◽  
The Impact

Purpose – While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance. Design/methodology/approach – The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland. Findings – The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation. Practical implications – Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance. Originality/value – The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.

Do employees high in general human capital tend to have higher turnover intention? The moderating role of high-performance HR practices and P-O fit

2015 ◽  
Vol 44 (5) ◽  
pp. 739-756 ◽  
Author(s):  
Yu-Chen Wei
Keyword(s):  
Human Capital ◽  
Turnover Intention ◽  
High Performance ◽  
Longitudinal Research ◽  
Negative Impact ◽  
Content Type ◽  
Hr Practices ◽  
The Impact ◽  
The Relationship ◽  
General Human Capital

Purpose – The purpose of this paper is to examine how high-performance HR practices and person-organization fit (P-O fit) affect general human capital and turnover intention. The author introduce and test a multilevel model to measure the relationship. Design/methodology/approach – A longitudinal research study was conducted using survey data collected from 456 engineers and their immediate supervisors in 31 Taiwanese high-technology companies. Findings – The findings show: first, general human capital can positively predict turnover intention. Second, the P-O fit moderates the positive relationship between general human capital and turnover intention since the stronger the P-O fit, the weaker this relationship. Third, the P-O fit can negatively predict turnover intention. Fourth, high-performance HR practices are positively related to general human capital and weaken the relationship between general human capital and turnover intention. Practical implications – Companies should ensure employees are a good match with their organizations to reduce the negative impact of the loss of talented employees on the organization. In addition, organizations should build HR systems that attract and retain outstanding employees. Originality/value – This study integrates a strategic perspective and a person-environment fit perspective to understand the impact of general human capital on individual leaving attitudes. This paper contributes to the literature because, to the author’s knowledge, it is the first study to examine the effects of high-performance HR practices and P-O fit on talented employee retention.

Is turnover contagious? The impact of transformational leadership and collective turnover on employee turnover decisions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jinuk Oh ◽  
Nita Chhinzer
Keyword(s):  
Transformational Leadership ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Negative Relationship ◽  
Empirical Support ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact ◽  
Turnover Behavior ◽  
Collective Turnover

PurposeThis study addresses three research questions related to employee turnover: (1) does transformational leadership act as a pull-to-stay factor for employees? (2) How well does turnover intention predict actual turnover behavior? (3) Does collective turnover moderate the link between turnover intentions and turnover behaviors?Design/methodology/approachLatent moderated structural equation modeling was employed with longitudinal and multi-source data from car dealerships located in the Seoul Capital Area, South Korea.FindingsThe results indicate a negative relationship between transformational leadership and turnover intentions and a positive relationship between turnover intentions and turnover behavior. Furthermore, the results provide empirical support for turnover contagion as a mechanism triggering turnover intentions into turnover behavior in the workplace.Originality/valueThis study provides a timely and novel contribution to the areas of leadership and employee turnover due to the underexplored research area of transformational leadership, the growing body of literature that questions the fixed assumption in employee turnover studies and the increasing interest in collective turnover. Importantly, existing research has examined the concept of collective turnover from a quantity perspective, aggregating individual turnover to group levels. This study provides a more nuanced, comprehensive evaluation of the quality of turnover, by considering the impact of performance contribution aspects of turnover at the business unit level.

Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qiuping Peng ◽  
Xi Zhong ◽  
Shanshi Liu ◽  
Huaikang Zhou ◽  
Nannan Ke
Keyword(s):  
Design Methodology ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Job Autonomy ◽  
Content Type ◽  
Knowledge Hiding ◽  
The Impact ◽  
The Relationship ◽  
Work Goals ◽  
Practical Implications

PurposeIn this paper, the moderating roles of leader reward omission and person–supervisor fit in the relationship between job autonomy and knowledge hiding are investigated.Design/methodology/approachUsing a sample of 248 employees in a two-wave survey, we performed a hierarchical regression analysis to test the hypotheses.FindingsThe results revealed that employees with high job autonomy were less likely to engage in knowledge hiding. Moreover, when employees experienced leader reward omission, the negative relationship between job autonomy and knowledge hiding was weakened, and this interesting effect varied by person–supervisor fit.Research limitations/implicationsThis study does not explore the mediating mechanism by which job autonomy affects employee knowledge hiding. Moreover, as this research was conducted in a Chinese context, the generalizability of our findings is unclear.Practical implicationsThis research has fulfilled its practical aims by providing advice on knowledge-relevant job characteristic factors that can be used to stage interventions regarding the provision of autonomy in jobs, and by carefully considering how to create interdependence between jobs without pushing people to engage in knowledge-hiding behaviors. Furthermore, it is important for leaders to help employees identify work goals and directions and not engage in reward omission.Originality/valueThis study contributes to theoretical advancements in the field of knowledge hiding by revealing boundary conditions that mitigate or enhance the impact of job autonomy on knowledge hiding.

Racial dissimilarity and diversity climate effect organizational identification

2016 ◽  
Vol 35 (5/6) ◽  
pp. 314-327 ◽  
Author(s):  
Brooklyn Cole ◽  
Raymond J. Jones ◽  
Lisa M. Russell
Keyword(s):  
Organizational Identification ◽  
Turnover Intentions ◽  
Ordinary Least Squares ◽  
Important Variable ◽  
Hierarchical Regression ◽  
Diversity Climate ◽  
Climate Effect ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the relationship between psychological diversity climate (PDC) and organizational identification (OID) when influenced by racial dissimilarity between the subordinate and supervisor. Design/methodology/approach Ordinary least squares hierarchical regression analysis was run for hypotheses testing. Findings Three of the four hypothesized relationships were supported. Support was found for the direct relationship between PDC and OID. The moderator race was significant thus also supported. The moderator of dissimilarity was not supported. Finally the three-way interaction with race and dissimilarity was supported. Practical implications OID is an important variable for overall organizational success. OID influences a wealth of organizationally relevant outcomes including turnover intentions. Considering higher turnover exists for minority employees, understanding how diversity climate perceptions vary by employee race and therefore impact OID differently, helps managers when making decisions about various initiatives. Originality/value This study is the first the authors know of to investigate the impact of dissimilarity on the PDC-OID relationship.

Leader positive humor and organizational cynicism: LMX as a mediator

2014 ◽  
Vol 35 (4) ◽  
pp. 305-315 ◽  
Author(s):  
Panagiotis Gkorezis ◽  
Eugenia Petridou ◽  
Panteleimon Xanthiakos
Keyword(s):  
Mediating Effect ◽  
Hierarchical Regression ◽  
Public Employees ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Cynicism ◽  
Member Exchange ◽  
Sectional Analysis ◽  
The Impact ◽  
The Relationship

Purpose – Leader-member exchange (LMX) has been proposed as a core mechanism which accounts for the impact of various antecedents on employee outcomes. As such, the purpose of this paper is to examine the mediating effect of LMX regarding the relationship between leader positive humor and employees’ perceptions of organizational cynicism. Design/methodology/approach – Data were collected from 114 public employees. In order to examine the authors’ hypotheses hierarchical regression analysis was conducted. Findings – As hypothesized, results demonstrated that LMX mediates the relationship between leader positive humor and organizational cynicism. Research limitations/implications – Data were drawn from public employees and, therefore, this may constrain the generalizability of the results. Also, the cross-sectional analysis of the data cannot directly assess causality. Originality/value – This is the first empirical study to examine the mediating effect of LMX in the relationship between leader humor and employees’ perceptions of organizational cynicism.

Do corporate diversification and earnings management practices affect capital structure?

2015 ◽  
Vol 7 (4) ◽  
pp. 360-378 ◽  
Author(s):  
Ranjitha Ajay ◽  
R Madhumathi
Keyword(s):  
Capital Structure ◽  
Earnings Management ◽  
Management Practices ◽  
Negative Relationship ◽  
Corporate Diversification ◽  
Content Type ◽  
Diversification Strategies ◽  
Market Product ◽  
Diversified Firms ◽  
The Impact

Purpose – The purpose of this paper is to empirically examine the impact of earnings management on capital structure across firm diversification strategies. Design/methodology/approach – The study focuses on firms operating in the manufacturing sector (diversified and focused). Panel data methodology compares diversification strategies and identifies the impact of diversification strategy with earnings management practices on capital structure decision. Findings – International and product diversified firms have lower levels of leverage than focused firms in their capital structure. Asset-based earnings management is positive for diversified (market/product) firms. Earnings management using discretionary expenditure (project based) is found to be higher for market diversified but product-focused firms. Earning smoothing method is found to be significant for focused firms and shows a negative relationship with capital structure. Originality/value – This study offers an insight into the relationship between corporate diversification, earnings management and capital structure decisions of manufacturing firms. The results provide an important contribution to accounting and strategy literature. A distinction is made between market- and product-diversified firms and influence of earnings management practices (asset-based, project-based and earnings smoothing (ESM)) on capital structure decisions. Diversified firms (market/product) tend to have lower levels of leverage than focused firms and earnings management practices within firm groups significantly influence the capital structure decisions.

Nurse managers’ role in older nurses’ intention to stay

2015 ◽  
Vol 29 (1) ◽  
pp. 55-74 ◽  
Author(s):  
Marjorie Armstrong-Stassen ◽  
Michelle Freeman ◽  
Sheila Cameron ◽  
Dale Rajacic
Keyword(s):  
Structural Equation ◽  
Nurse Managers ◽  
Nurse Manager ◽  
Direct Patient Care ◽  
Perceived Fairness ◽  
Cross Sectional ◽  
Content Type ◽  
Hr Practices ◽  
Underlying Mechanisms ◽  
Hr Managers

Purpose – The purpose of this paper is to propose and test a model of the underlying mechanisms linking perceived availability of human resource (HR) practices relevant to older nurses and older nurses’ intentions to stay with their hospitals. Design/methodology/approach – Quantitative data were collected from randomly selected older registered nurses (N=660) engaged in direct patient care in hospitals in Canada. Structural equation modelling was used to test the hypothesized model. Findings – The relationship between perceptions of HR practices (performance evaluation, recognition/respect) and intentions to stay was mediated by the perceived fairness with which nurse managers managed these HR practices and nurse manager satisfaction. When nurse managers were perceived to administer the HR practices fairly (high perceived procedural justice), older nurses were more satisfied with their nurse manager and, in turn, more likely to intend to stay. Research limitations/implications – The cross-sectional research design does not allow determination of causality. Practical implications – It is important that nurse managers receive training to increase their awareness of the needs of older nurses and that nurse managers be educated on how to manage HR practices relevant to older nurses in a fair manner. Equally important is that hospital administrators and HR managers recognize the importance of providing such HR practices and supporting nurse managers in managing these practices. Originality/value – The findings increase the understanding of how HR practices tailored to older nurses are related to the intentions of these nurses to remain with their hospital, and especially the crucial role that first-line nurse managers play in this process.

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