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The growing instability of the labor market will almost certainly result in more employees whose values misfit with their organization’s. This paper draws from the exit-neglect-voice-loyalty model to examine a broader range of responses to misfit; explores sociopolitical resources as the mechanisms through which misfit transmits its effects and investigates job mobility as a boundary condition enhancing or constraining responses to misfit.

A novel model (N = 152 New Zealand employees) examined links from misfit to two sociopolitical resources (perceived influence and organizational responsiveness) and from these to exit-neglect-voice-loyalty moderated by job mobility. Supplemental analyses examine moderated-mediation.

Misfit negatively predicted both sociopolitical resources, perceived influence and organizational responsiveness. Moderated-mediation analyses showed that the constructive reactions to misfit (voice and loyalty) were predicted conditionally at low levels of job mobility and indirectly via the respective sociopolitical resources. In contrast, destructive reactions to misfit (exit and neglect) were predicted directly, with neglect predicted at high levels of job mobility.

Implications for human resource practitioners highlight the deleterious repercussions of misfit but also include the conditions under which misfit employees may attempt to constructively salvage their employment relationship.

This study integrates a broader set of concurrent responses to misfit using the exit-neglect-voice-loyalty typology, as well as introducing sociopolitical perspectives to the literature on misfit.

The present study examined the relationships between P‐O fit, job satisfaction, perceived job mobility, and intent to turnover. It was hypothesized that job satisfaction mediated the P‐O fit‐intent to turnover relationship and that perceived job mobility moderated the job satisfaction‐intent to turnover relationship such that the combined effect of high job dissatisfaction and high perceived job mobility predicted intent to turnover.

Data were obtained utilizing a field survey from a sample of 205 full‐time employed adults working in two geographic regions in the USA. Participants completed an HTML‐based web survey that contained measures of the constructs of interest to this study.

Mediated and moderated regression analyses revealed statistical support for the hypothesized relationships, which were interpreted as evidence that P‐O misfit and job dissatisfaction do not necessarily lead to intent to turnover.

The potential for common method variability was present in the study, the impact of which could either attenuate or inflate estimated statistical relationships.

While P‐O fit researchers typically associate misfit with decreased job satisfaction and increased turnover, the present research suggests that intervening variables, such as job mobility, influence employee intentions to turnover.

The phenomenon of misfit is understudied in larger context of P‐O fit; thus this research represents one of the first studies in this area of research.

A number of studies have explored the benefits (e.g. enhanced job performance and reduced strain), of being politically skilled. Within the framework of uncertainty management theory, the purpose of this paper is to explore the benefits of high political skill to affective commitment, job satisfaction, and perceived job mobility, under conditions of distrust in management.

Sales representatives were surveyed and moderated multiple regression analyses were conducted to analyze the data.

The authors found that as distrust increased, affective commitment decreased for all persons, but was most pronounced for persons low on political skill. However, distrust in management had no impact on job satisfaction for those high on political skill, allowing persons high on political skill to enjoy their jobs despite high levels of distrust (an intrapsychic benefit of political skill). Finally, as distrust in management increased, persons high on political skill had increased perceived job mobility.

This study is cross-sectional, limiting conclusions about causality in the relationships studied and leaving open the possibility of reverse causation.

This research has important implications, such that, under conditions of distrust, persons low on political skill are less committed, more dissatisfied, and feel a sense of job immobility, which could lead to poor work outcomes, such as decreased job performance.

The study is the first to examine how being politically skilled benefits employee outcomes when the employee distrusts management.

There are conflicting views of the primary role of income inequality in economic development. Many expect that higher income shares at the top reflect substantial economic contributions while others think that these increases in top shares have not translated into higher economic growth. Recently, this debate has been reinvigorated by a new proposal: higher income inequality could hurt economic performance by decreasing future intergenerational mobility. We contribute to this debate by examining the relationship between intergenerational perceived job status mobility and past income inequality. We find a robust negative association of lagged income inequality with upward intergenerational job status mobility and a robust positive association of lagged income inequality with downward intergenerational job status mobility. In addition, we find that the quality of political institutions and religious fractionalization both contribute positively to job status mobility. Higher levels of past Gross Domestic Product (GDP) result in less upward job status mobility and more downward job status mobility.

The purpose of this paper is to develop a theoretical model describing how immigrant employees’ organizational citizenship behaviors (OCBs) are influenced by their immigrant status. Additionally, this study attempts to explore the mediating role of perceived job mobility as well as the moderating role of organizational tenure in the relationship between immigrant status and OCBs.

A conceptual analysis was performed.

Drawing upon social identity, self-categorization, and impression management theories, this study proposes the following. First, an immigrant employee’s perceived different categorization of employment and organizational status will have a negative impact on his or her challenge-oriented OCB. Second, an immigrant employee’s perceived categorization of employment and organizational status will have a positive impact on his or her affiliation-oriented OCB. Third, perceived job mobility mediates the relationship between the perceived different categorization of employment and organizational status and challenge- and affiliation-oriented OCBs of an immigrant employee. Finally, an immigrant employee’s organizational tenure weakens (or strengthens) the negative (or positive) impact of immigrant status on challenge-oriented (or affiliation-oriented) OCB.

From a theoretical standpoint, this study provides a novel theoretical base that guides future research on immigrant employees’ OCBs in organizations. More importantly, this study offers recommendations that help maximize the effectiveness of immigrant employee’s OCBs.

The purpose of this paper is to conceptualize job immobility concepts, e.g. staying in an unsatisfying job and perceiving limited opportunities to move and apply for another job. The existing literature on this situation of job immobility in which the employee is experiencing stuckness in the job is scattered across research domains, limited in scope and existing constructs are not clearly defined or operationalized.

In this conceptual paper, the authors propose the construct “locked at the job,” by reviewing and building on the job immobility literature and the theory of control and self-regulation.

This study defines the concept that consists of two dimensions as feeling dissatisfied in the current job and inactivity due to perceived limited job opportunities. This study proposes a conceptual model of antecedents and consequences of locked at the job, based on the person-environment fit theory.

This conceptual paper allows value to be added in practice by the conceptualization of locked at the job, in addition to providing a preview with respect to conceptual causes and consequences of this phenomenon.

Research on this job immobility phenomenon is scattered across different research domains, limited in scope and the concept has not been clearly defined or operationalized.

The purpose of this study is to attempt to fill a research gap by proposing an integrative model for studying employees’ turnover intention in Chinese joint ventures (JVs). The authors also examine the antecedents of turnover intention and its impact on employees’ performance.

A data set consisting of 247 employees in 3 JVs in the Peoples’ Republic of China is used to test the hypotheses.

The LISREL results support all hypotheses. The model examines how the contextual experiences of perceived organizational support and affective commitment might affect the turnover intention. It is proposed that employees’ perceived distributive justice, trust in management and job security are related to the organizational experience of perceived organizational support and affective commitment, which will affect turnover intention and, in turn, to job performance. The empirical results show that turnover intention has a significant and negative impact on employees’ performance, and both perceived organisational support (POS) and affective commitment have partial mediation effects between trust in management and employees’ turnover intention.

The Western POS scale was used in this study. It may not fully capture the meaning of POS in the Chinese setting. Future research may develop indigenous POS measurement. Additionally, the scale on turnover intention only showed employees’ intention to leave, it did not reveal their subsequent actual turnover. Future research should use a longitudinal design to study the actual employee turnover. It contributes to the literature by offering insights on how Chinese human resource management practices in JVs affect employees’ turnover intention and the impact of turnover intention on employees’ performance in Chinese JVs.

This study enhances the authors' understanding of the relationship among POS, affective commitment and turnover intention of Chinese JV employees.

Multidimensional fit (MDF) has been coined as “elusive” and relevant to an individual’s social identity and self-concept, unfolding over time as individuals assess their fit relative to Person-Organization, Person-Vocation, Person-Job, and Person-Team Fit. In this chapter, the literature as it relates to the refugee employment journey, MDF, and HRM practices that facilitate or inhibit MDF is reviewed. Furthermore, in this study, the process-oriented view of the refuge path highlights the complexity of their experience, noting an array of antecedents as they relate to country, host country and individual differences, interventions through NGOs, refugee resettlement agencies, and organizations, as well as the less explored entrepreneurial path. These diverse paths and the process of finding fit, and the obstacles refugees face, are viewed through the lens of shocks and reassessment of MDF throughout their journey. Finally, the study’s outcomes illustrate individual wellbeing factors, organizational level benefits, as well as community level benefits to MDF.

This study aims to find how the turnover of host country nationals (HCNs) would be affected by the knowledge transfer from a headquarter to a subsidiary. Knowledge transfer in a multinational corporation (MNC) has been discussed as a critical factor in the MNC’s success. Because HCNs are essential to synergizing with a new knowledge inflow during this knowledge transfer process, their turnover entails negative consequences such as knowledge loss.

This paper empirically tests the unbalance between knowledge received (KR) and absorptive capacity (AC) as the most critical organizational predictor by using the secondary longitudinal records and survey data of 4,915 employees. Multilevel survival analysis is used to calculate the individuals’ turnover hazard.

While finding that the primary effect of transferred knowledge is to reduce turnover, the study demonstrates the unbalance between a subsidiary’s AC and KR increases the likelihood of HCNs’ turnover within the organization. The authors also recognize the possibility of nonlinear trends of KR and AC on the turnover hazard.

The authors answer how knowledge transfer shapes a subsidiary’s work environment to prevent or increase turnover, which has been barely examined for HCNs who comprise the crucial demographic group in knowledge transfer. To enhance the originality further, this study empirically observes the actual turnover of HCNs with a conceptually comprehensive view incorporating both learning and political approaches.