The Effects of Internal Employability, External Employability on Turnover Intention : Focused on the Moderating Effects of Social Exchange Relationship

2020 ◽  
Vol 23 (1) ◽  
pp. 159-192
Author(s):  
Seokwon Lee ◽  
Hack-Soo Kim
Keyword(s):  
Social Exchange ◽  
Turnover Intention ◽  
Moderating Effects ◽  
Exchange Relationship

The Auditor-Audit Firm Relationship and Its Effect on Burnout and Turnover Intention

2012 ◽  
Vol 26 (4) ◽  
pp. 707-723 ◽  
Author(s):  
David N. Herda ◽  
James J. Lavelle
Keyword(s):  
Social Exchange ◽  
Turnover Intention ◽  
Data Availability ◽  
Perceived Support ◽  
Negative Consequences ◽  
Exchange Relationship ◽  
Exchange Relationships ◽  
Accounting Firms ◽  
Audit Firm ◽  
Organizational Fairness

SYNOPSIS: Auditor burnout is an important issue in public accounting, as burnout has negative consequences for both the auditor and the audit firm. We examine how social-exchange relationships between auditors and their firm affect auditor burnout and turnover intention. Using a sample of 204 auditors at two accounting firms, we find that perceived fair treatment by the firm predicts perceived support from the firm, and perceived support predicts auditor commitment to the firm. We find that commitment is negatively related to auditor burnout and turnover intention and burnout is positively related to turnover intention. We also find that perceived firm fairness is directly associated with reduced levels of auditor burnout and turnover intention. The results underscore the important role that organizational fairness plays in engendering a social-exchange relationship between auditors and their firm, leading to reduced levels of burnout and turnover intention, benefitting both the auditor and the firm. Data Availability: Please contact the first author.

Organization-Based Self-Esteem Affects Employees' Exchange Relationship Perceptions and Extrarole Behavior

2016 ◽  
Vol 44 (3) ◽  
pp. 509-517 ◽  
Author(s):  
Yanhan Zhu
Keyword(s):  
Social Exchange ◽  
Positive Relationship ◽  
Mainland China ◽  
Negative Relationship ◽  
Self Esteem ◽  
Moderating Effect ◽  
Exchange Relationship ◽  
Significant Positive Relationship ◽  
Significant Negative Relationship ◽  
Practical Implications

The 2 types of exchange relationship perceptions—social exchange relationship perceptions (SERPs) and economic exchange relationship perceptions (EERPs)—constitute the primary concept for understanding individual behavior in the workplace. Using a sample of 581 employees from Mainland China, I explored the effects of SERPs and EERPs on employee extrarole behavior (ERB), as well as the moderating effect of organization-based self-esteem (OBSE) on the relationships between SERPs and ERB, and between EERPs and ERB. The results revealed a significant positive relationship between SERPs and ERB, a significant negative relationship between EERPs and ERB, and a significant moderating effect for OBSE. Theoretical and practical implications of these findings are discussed.

Too much is not always good: the inverted U-shaped link between green customer integration and opportunistic behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haiqing Shi ◽  
Taiwen Feng ◽  
Zhiyi Li
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Transaction Cost Economics ◽  
Hierarchical Regression ◽  
Opportunistic Behavior ◽  
Moderating Effects ◽  
Customer Integration ◽  
Content Type ◽  
Relational Norms ◽  
Managerial Implications

PurposeThe purpose of this study is to explore the inverted U-shaped relationship between green customer integration (GCI) and opportunistic behavior, as well as the moderating effects of contractual control and relational norms.Design/methodology/approachThe authors conducted hierarchical regression analysis using two-waved data from 206 Chinese manufacturing firms to test hypotheses.FindingsThe authors found that GCI has an inverted U-shaped effect on opportunistic behavior. Furthermore, both contractual control and relational norms negatively moderate the inverted U-shaped relationship between GCI and opportunistic behavior.Originality/valueThis study uncovers an inverted U-shaped link between GCI and opportunistic behavior by combining transaction cost economics and social exchange theory. Furthermore, this study reveals contractual control and relational norms can be deemed as two boundary conditions affecting the inverted U-shaped GCI–opportunistic behavior relationship. This study also offers managerial implications for firms curbing opportunistic behavior that may result from GCI.

Job insecurity and turnover intention: Organizational commitment as mediator

2017 ◽  
Vol 45 (4) ◽  
pp. 529-536 ◽  
Author(s):  
Sang Hyun Lee ◽  
Dae Yong Jeong
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Turnover Intention ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Job Insecurity ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Future Research ◽  
The Relationship

Drawing from social exchange theory, we investigated the relationship between job insecurity and turnover intention, and the mediating effect of organizational commitment on this relationship. Structural equation modeling was employed to investigate the hypotheses using data from 459 employees in various firms in South Korea. Our findings confirmed that job insecurity was positively related to turnover intention, and that organizational commitment mediated the relationship between job insecurity and turnover intention. Implications of our findings for the job insecurity literature are discussed in the Korean context, and directions for future research are given.

The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance

2019 ◽  
Vol 73 (8) ◽  
pp. 1157-1181 ◽  
Author(s):  
Matthew J Quade ◽  
Benjamin D McLarty ◽  
Julena M Bonner
Keyword(s):  
Social Exchange ◽  
Employee Performance ◽  
Well Being ◽  
Field Studies ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Bottom Line ◽  
Ethical Practices ◽  
Member Exchange ◽  
Negative Effect

Are supervisors who care more about profits than employee well-being seen by employees as being good exchange partners? How do employees perceive and respond to supervisors who treat the bottom line as more important than anything else? Supervisors who hold a bottom-line mentality (BLM) neglect competing priorities such as employee well-being and ethical practices to focus on securing bottom-line success. We find high-BLM supervisors serve as low-quality exchange partners with their employees, resulting in employee perceptions of low-quality leader-member exchange (LMX) relationships. In turn, employees reciprocate by withholding the very thing the supervisor desires—performance—in order to maintain balance in the exchange relationship. As such, supervisors who possess a BLM could actually be negatively impacting the organization’s bottom line through the harmful social exchange relationships they engender with their employees and their impact on employee task performance. We also examine the moderating role of employee BLM on these relationships. When employee BLM is low, we observe a greater negative effect on employee value judgments of the supervisor (i.e. reduced LMX perceptions) and lower employee performance. We test and find support for all of our hypotheses in two multi-source (i.e. employee-supervisor dyads), time-lagged field studies ( N = 189 and N = 244).

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