Group Diversity, Occupational Commitment, and Occupational Turnover Intentions among NCAA Division IA Football Coaching Staffs

2004 ◽  
Vol 18 (3) ◽  
pp. 236-254 ◽  
Author(s):  
George B. Cunningham ◽  
Michael Sagas
Keyword(s):  
Ethnic Diversity ◽  
Turnover Intentions ◽  
Occupational Commitment ◽  
Hierarchical Regression ◽  
Turnover Intent ◽  
Negative Effects ◽  
Age Diversity ◽  
Football Coaching ◽  
Group Diversity ◽  
Organizational Tenure

The purpose of this study was to examine the influence of age, ethnic, and organizational tenure diversity on occupational commitment and occupational turnover intent among coaching staffs. Data were gathered via questionnaire from coaches in 48 NCAA Division IA football coaching staffs (235 coaches). Hierarchical regression analyses, controlling for the success of the team and the number of respondents per team, indicated that the block of diversity variables accounted for 18% (p < .05) of the variance in occupational commitment and 16% (p < .05) of the variance in occupational turnover intentions. Tenure and ethnic diversity were significant predictors in both analyses, although age diversity was not. Implications are discussed in relation to the complexity of diversity and strategies to mitigate the negative effects of group diversity on group-level outcomes.

Opening the Black Box: The Influence of Perceived Diversity and a Common In-Group Identity in Diverse Groups

2007 ◽  
Vol 21 (1) ◽  
pp. 58-78 ◽  
Author(s):  
George B. Cunningham
Keyword(s):  
Group Identity ◽  
Turnover Intentions ◽  
Track And Field ◽  
Hierarchical Regression ◽  
Group Outcomes ◽  
Two Measures ◽  
Group Diversity ◽  
Diverse Groups ◽  
The Relationship ◽  
Intervening Variables

Previous research on diversity has been criticized for failing to include intervening and process variables. Therefore, the purpose of this study was to examine the influence of two intervening variables, perceived group diversity and a common in-group identity, on the relationship between group diversity and group outcomes. Data were collected from 45 track-and-field coaching staffs (N= 175 participants). Hierarchical-regression analysis revealed that actual diversity was positively related to perceptions of such differences, and, in turn, perceptions of diversity were related to a common in-group identity. Finally, a common in-group identity was negatively related to organizational turnover intentions of the group and positively related to two measures of group effectiveness. Theoretical contributions and implications for diverse groups are discussed.

Dealing with Stress in the Workplace

2007 ◽  
Vol 12 (4) ◽  
pp. 272-282 ◽  
Author(s):  
Kathleen Otto ◽  
Sabine Schmidt
Keyword(s):  
Mental Health ◽  
Work Stress ◽  
Emotional Exhaustion ◽  
Turnover Intentions ◽  
Hierarchical Regression ◽  
Negative Effects ◽  
Online Questionnaire ◽  
Work Related ◽  
The Individual ◽  
And Behavior

Abstract. In an online questionnaire filled out by 217 employees of various organizations, we investigated the implication of belief in a just world (BJW) for work-related cognitions and behavior (e.g., emotional exhaustion), taking central work stressors (e.g., workload), as well as work stress-related resources (e.g., autonomy), into account. We argued that BJW might compensate for the negative effects of the aforementioned stressors on work-related cognitions and behavior. BJW serves adaptive psychological functions such as the following: (1) It helps the individual to interpret the events in his or her life in a meaningful way and, thus, to deal with unjust experiences. In light of this function, we hypothesized that employees with a strong BJW would experience more organizational commitment and report fewer turnover intentions, and that the influence of BJW in these areas exists over and above the influence of central stressors and work stress-related resources. A further adaptive function of BJW is that it (2) provides the individual with trust in his or her own efficacy, as well as in the social environment. Thus, we assumed that those high in BJW would estimate that they perform better in their job and show less sick presence. As a consequence of these two functions, (3) BJW fosters mental health. With respect to mental health, we expected high believers to report less emotional exhaustion and fewer symptoms of depersonalization. Results of hierarchical regression analyses confirmed our hypotheses. We argue, therefore, that BJW should be seen as a psychological resource compensating for stress in the workplace.

The foundations of peaceful coexistence after the war ... Mosul is a model

2019 ◽  
pp. 178
Author(s):  
Omar Hashim Thanon
Keyword(s):  
Ethnic Diversity ◽  
Psychological Consequences ◽  
Peaceful Coexistence ◽  
Negative Effects ◽  
Mass Displacement ◽  
The Common ◽  
Near Term ◽  
Post War ◽  
Common Destiny

Since peaceful coexistence reflects in its various aspects the concept of harmony between the members of the same society with their different national, religious and sectarian affiliations, as well as their attitudes and ideas, what brings together these are the common bonds such as land, interests and common destiny. But this coexistence is exposing for crises and instability and the theft of rights and other that destroy the communities with their different religious, national, sectarian, ethnic aspects, especially if these led to a crisis of fighting or war, which produces only destruction and mass displacement, ttherefore, the process of bridging the gap between the different parts of society in the post-war phase through a set of requirements that serve as the basis for the promotion of peaceful coexistence within the same country to consolidate civil and community peace in order to create a general framework and a coherent basis to reconstruct the community again.      Hence the premise of the research by asking about the extent of the possibility and ability of the community of religious and ethnic diversity, which has been exposed to these crises, which aimed at this diversity, basically to be able to rise and re-integrate within the same country and thus achieve civil and community peace, and Mosul is an example for that, the negative effects of the war and the accomplices of many criminal acts have given rise to hatred and fear for all, leading to the loss of livelihoods, which in the long term may have devastating social and psychological consequences.        To clarify all of this, the title of the first topic was a review of the concept and origin of peaceful coexistence. While the second topic dealt with the requirements of peaceful coexistence and social integration in Mosul, the last topic has identified the most important challenges facing the processes of coexistence and integration in Mosul. All this in order to paint a better future for the conductor at all levels in the near term at the very least to achieve the values of this peaceful coexistence, especially in the post-war period.

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.

scholarly journals Factors influencing turnover intentions of new graduate nurses employed in float pools

2021 ◽  
Author(s):  
Sarah McDermid-Flabbi
Keyword(s):  
Job Satisfaction ◽  
Online Survey ◽  
Turnover Intentions ◽  
Care Delivery ◽  
Hierarchical Regression ◽  
Clinical Expertise ◽  
Organizational Strategies ◽  
Graduate Nurses ◽  
New Graduate Nurses ◽  
New Graduate

Nursing turnover is a growing concern yet little is known about the turnover intentions of new graduate nurses (NGNs) employed in float pools. The purpose of this study was to describe the relationship between job satisfaction, work environment and psychological capital and turnover intentions among NGNs employed in float pools in acute care hospitals. A descriptive crosssectional, correlational non-experimental design was utilized with a sample of 56 NGNs employed in the float pool at two quaternary Canadian hospitals. Data were collected using an online survey and analyzed using multiple hierarchical regression. Job satisfaction was found to be the most significant predictor of turnover intentions and the overall study model accounted for 25-27% of variance of turnover intentions. Further development of organizational strategies is needed to improve job satisfaction, reduce turnover and improve retention to optimize patient care delivery, prevent loss of valuable clinical expertise and reduce costs of turnover.

Racial Differences in Occupational Turnover Intent among NCAA Division IA Assistant Football Coaches

2004 ◽  
Vol 21 (1) ◽  
pp. 84-92 ◽  
Author(s):  
George B. Cunningham ◽  
Michael Sagas
Keyword(s):  
Racial Differences ◽  
Ncaa Division I ◽  
Structural Equation ◽  
Career Satisfaction ◽  
Turnover Intentions ◽  
Division I ◽  
Equation Modeling ◽  
Turnover Intent ◽  
Football Coaches ◽  
Intercollegiate Athletic Departments

Whereas previous research has demonstrated racial differences in occupational turnover intent, why such differences exist remains unclear. Therefore, the purpose of this Research Note was to examine perceived opportunity, career satisfaction, and occupational turnover intent of racial-minority and White NCAA Division I-A assistant football coaches (N = 382). Multivariate analysis of variance indicated that racial minorities perceived less career-related opportunity, were less satisfied with their careers, and had greater occupational turnover intentions than their White counterparts. Structural equation modeling indicated that career satisfaction fully mediated the relationship between perceived opportunity and occupational turnover intent. Results highlight the need for a change in the organizational culture of intercollegiate athletic departments such that diversity is valued and embraced.

Embracing supply base complexity: the contingency role of strategic purchasing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Melek Akın Ateş ◽  
Huriye Memiş
Keyword(s):  
Performance Criteria ◽  
Measurement Properties ◽  
Hierarchical Regression ◽  
Structured Interviews ◽  
Negative Effects ◽  
Content Type ◽  
Strategic Purchasing ◽  
Positive Effects ◽  
Confirmatory Factor

PurposeThis paper aims to empirically examine the moderating role of strategic purchasing on the relationship between supply base complexity (SBC) and purchasing performance.Design/methodology/approachSurvey data were collected from 209 firms listed in the Capital Top 500 Firms of Turkey. Measurement properties were assessed via confirmatory factor analysis, and the conceptual model was tested via hierarchical regression analysis. A supplementary analysis based on 14 semi-structured interviews was conducted to provide further insights on the survey findings.FindingsRegarding structural SBC, the results suggest that horizontal complexity and supplier interaction improve purchasing performance, but only in firms with high strategic purchasing. By contrast, spatial complexity reduces purchasing performance in firms with high strategic purchasing, while supplier differentiation does not have any effect. Regarding dynamic SBC, the results show that both delivery complexity and supplier instability reduce purchasing performance when firms have low strategic purchasing. Interviews further suggest that firms with high strategic purchasing leverage the positive effects and mitigate the negative effects of SBC by having a long-term focus, considering multiple performance criteria and adopting advanced purchasing practices.Practical implicationsIn contrast to what is widely posited in the existing literature, the nuanced findings of this study reveal that complexity is not always detrimental. The results suggest that practitioners should aim for high levels of strategic purchasing to suppress the negative effects of SBC while leveraging its benefits.Originality/valueBy investigating the contingency role of strategic purchasing, this study provides novel insights into the under-investigated issue of how to best “manage” SBC.

Leveraging Age Diversity in Times of Demographic Change

2012 ◽  
pp. 163-184 ◽  
Author(s):  
Katharina Janz ◽  
Claudia Buengeler ◽  
Robert A. Eckhoff ◽  
Astrid C. Homan ◽  
Sven C. Voelpel
Keyword(s):  
Demographic Change ◽  
Leadership Behaviors ◽  
Social Categorization ◽  
Intergroup Bias ◽  
Great Promise ◽  
Negative Effects ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Older Employees ◽  
Age Diversity

With demographic change, organizations today are seeing changes in societal make-up translated to the composition of their workforce. In the future, younger and older employees will have to work together synergistically to achieve good performance. The authors argue that it will be largely up to leaders to prevent the negative effects of age diversity, i.e. social categorization and intergroup bias, and to facilitate the positive effects of age diversity, i.e. the sharing of unique knowledge resources held by young and old. The authors argue that certain leadership behaviors and especially their combinations have great promise in leading diverse teams, and highlight why they should be used in conjunction with positive beliefs about diversity.

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