A Szakmai Elkötelezettség és A Munkahelyről Való Kilépési Szándék Összefüggései Az Életpálya Előrehaladtával

HáttérA mai karrierutakra a töredezettség, szekvenciák sora jellemző, ami együtt jár a szakmai célok, attitűdök és az identitás újrafogalmazásával (Wehmeyer és mtsai, 2019; Ashforth és Saks, 1995). Másrészt a szakmai identitás, a szakmával való azonosulás hosszú távú, stabilabb tényező (Colarelli és Bishop, 1990), kevésbé hat rá negatívan a munkahelyváltás, ha az egyén nem pályaelhagyó.CélKutatásunkban az idői tényezők tükrében vizsgáljuk a szakmához és a munkatevékenységhez való viszonyulást. Arra keressük a választ, hogy az életkor, a szakmában és a munkahelyen eltöltött idő mennyire határozza meg a pálya alakulása szempontjából fontos tényezőket, a szakmai elkötelezettséget, a munkába való bevonódást, a szubjektív pályasikerességet, és ezek együtt milyen kapcsolatban vannak a munkahelyről való kilépési szándékkal.MódszerAz online kutatásban (N = 1172) állandó munkaviszonnyal rendelkező munkavállalók vettek részt. A változók közötti összefüggéseket egy útmodell segítségével, valamint a korcsoportok összehasonlításával ellenőriztük.EredményekAz eredmények alapján az mondható, hogy a kilépési szándékot az idői tényezők nem befolyásolják közvetlenül, csak más tényezőkön (a munkába való bevonódás, szakmai elkötelezettség, szubjektív pályasikeresség) keresztül, míg a szakmai elkötelezettséget és a munkába való bevonódást befolyásolja a szakmában eltöltött idő és az életkor. A korcsoportok összehasonlítása arra mutat rá, hogy az életkorral növekszik a bevonódás és elkötelezettség mértéke, ugyanakkor a kilépési szándék csak a negyvenes korosztályig mutat csökkenő tendenciát, a legidősebb korosztálynál a harmincasok szintjére emelkedik ez az érték.BackgroundRecent career paths are typically fragmented, consisting of sequences, so redefi nition of work values, work attitudes and professional identity is necessary (Wehmeyer et al., 2019; Ashforth & Saks, 1995). On the other hand, professional identity and commitment is of long perspective, and more stable factor (Colarelli & Bishop, 1990), so change of workplace will more moderately affect it, if the individual stays I his profession.PurposeThe goal is to explore the impact of time factors on attitudes to profession and work. We would like to explore that in what extent the career relevant factors such as professional commitment, work engagement, and subjective career are infl uenced by age, years spent in profession and at recent workplace, and how these constructs relate to turnover cognitions.MethodsEmployees with active permanent employment were examined in an online survey (N = 1172). Hypothesis were tested by path analysis and comparing age groups.ResultsAccording to our results, time factors do not infl uence turnover cognitions in a direct way, just through variables of work engagement, professional commitment and subjective career success, while they affect the professional commitment and work engagement directly. The results of generational analysis reveal that the degree of work engagement and professional commitment increases with age, but the degree of the willingness of turnover decreases until the age of 40s, while it increases in the oldest group to the level of age of 30s.

When Staying Is Dissatisfying: Examining When and Why Turnover Cognitions Affect Stayers’ Career Satisfaction

This study examines when and why turnover cognitions affect stayers’ subsequent career satisfaction. To develop our hypotheses, we build on and compare two theoretical perspectives, that is, the insufficient justification perspective and regret theory. Hypotheses were tested using two studies with Belgian employees. The baseline hypothesis that initial turnover cognitions are related with lower subsequent career satisfaction received support in both studies. In Study 1, using two-wave data from 226 employees in four organizations, we tested whether the turnover cognitions–subsequent career satisfaction relationship was moderated by four contextual factors (i.e., internal job transitions, lack of external job opportunities, on-the-job embeddedness, and off-the-job embeddedness). We found marginal support for a mitigating role of internal job transitions, support for a mitigating role of lack of external job opportunities, and support for an amplifying role of off-the-job embeddedness. We found no moderation effect of on-the-job embeddedness. In Study 2, using three-wave information from 705 employees in seven organizations, we tested and found support for the mediating role of justifiability and regret. Overall, this study shows that turnover cognitions have consequences when people end up staying in their organization, which calls for more theoretical and empirical work on staying despite preceding turnover cognitions in order to improve our understanding of the complexity and dynamic nature of the turnover/retention phenomenon.

Developing and Testing a Dynamic Model of Workplace Incivility Change

Theory and practice suggest workplace incivility is progressive and dynamic. To date, however, workplace incivility has been assessed as a between-person phenomenon by asking employees to summarize their exposure to incivility over some specific period (e.g., 1 year or 5 years). Consequently, little is known about the time-varying and progressive aspects of workplace incivility as suggested by both the referent literature and experience. Within the context of employee burnout and withdrawal, we developed a novel, dynamic mediated model of workplace incivility change and tested specific predictions about its time-sequential effects. Latent change score modeling of weekly survey data from 131 employees indicates that incivility change uniquely affects subsequent changes in burnout, which, in turn, lead to subsequent changes in turnover cognitions. We also explore whether this dynamic mediated effect varies across time and individuals.

Professional Employee Retention: Examining The Relationships Between Organizational Citizenship Behavior And Turnover Cognitions.

The purpose of this study is to examine the relationships between organizational citizenship behaviour, intention to search a job, intention to leave the organization, and the profession. Using a sample of social workers (N = 327), findings show that while intention to leave the employer is explained by helping, civic virtue and sportsmanship, intention to leave the profession is explained only by civic virtue and sportsmanship. The implications of the findings are discussed.

Transformations of Swedish Labour Market Institutions. Effects on Employees’ Turnover Cognitions

The article studies how changes in 2007 in the Swedish unemployment insurance (UI) have influenced employees’ turnover cognitions. It is argued that the combination of a strict employment protection legislation (EPL) and a generous UI in 2006 made employees more inclined to risky transitions. The post-2007 combination of a strict EPL and an ungenerous UI reinforces non-mobility intentions. Analyses of two surveys show a smaller proportion of employees with turnover cognitions in 2010 than in 2006.

Employee Responses To Psychological Contract Breach And Violation: Intentions To Leave The Job, Employer Or Profession

<span style="font-family: Times New Roman; font-size: small;"> </span><p style="margin: 0in 0.5in 0pt; text-align: justify; mso-pagination: none;" class="MsoNormal"><span lang="EN-CA" style="color: black; font-size: 10pt; mso-themecolor: text1; mso-ansi-language: EN-CA;"><span style="font-family: Times New Roman;">Empirical research supports the idea that the perception of under-fulfillment of psychological contract (i.e., breach and violation) increases the willingness to leave the employer via turnover cognitions (i.e., available alternatives and search a job). Further research indicates that employee turnover is not only restricted to the notion of an employee leaving an employer to join another employer. To go beyond this restriction, data were collected among a sample of professional employees. The results suggest that when employees feel that under-fulfillment of psychological contract occur, they may leave the organization or the current job for one another by in the same organization, but did not consider leaving the profession. Findings are discussed in light of relevant literature.</span></span></p><span style="font-family: Times New Roman; font-size: small;"> </span>