Search results

To what extent can resiliency reduce negative work outcomes to help employees recover from failure? This study investigates how the interaction of trait resiliency and mistake tolerance play key roles in reducing turnover intention in organizations. Specifically, trait resiliency is hypothesized to be negatively related to managerial turnover intentions. Moreover, the author investigates the interactive role of perceived mistake tolerance as a situational factor that may impact the extent to which resiliency decreases turnover intentions. In a sample of 209 working managers and executives, moderated path modeling reveals that resiliency reduces turnover intentions. Additionally, results suggest a more nuanced view that takes into consideration the interaction of trait resiliency and perceptions of mistake tolerance in reducing turnover intentions.

Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union instrumentality, and employees’ turnover intention. The results obtained from a multilevel and multisource sample of more than 1,300 employees in 37 multinational corporation based in China show that, in contrast to our hypothesis, union instrumentality is not directly related to turnover intention; rather, the results from the post hoc mediation analysis show that union instrumentality is indirectly and negatively related to turnover intention through affective organizational commitment. Consistent with our hypothesis, the results of our analysis show that union instrumentality serves as an important contingent factor in the relationship between HPWS and employee turnover intention. The relationship between HPWS and turnover intention becomes positive when employee union instrumentality is low.

Introduction: Considering the facts that hospitality employees belong to the category of low paid workers, tips are an important source of their incomes. It is very important to determine the nature of the relationship between dependence on tips among hotel employees on their job satisfaction due to the possible influence on their turnover intentions. Aim: The aim of this chapter was to investigate the relationship between job satisfaction, the dependence on tips and turnover intentions among hotel employees. Method: Data were collected during spring 2020 in the hotels on the territory of the Republic of Serbia. A total of 213 employees from different departments were included in the research. Findings: Correlation analysis showed that there is a small negative correlation between job satisfaction and turnover intentions. Significant medium correlation is calculated between dependence on tips and turnover intentions. Significant negative correlation exists between job satisfaction and dependence on tips.

In this chapter, the authors will examine turnover in Turkey. In the first section, the authors will briefly describe the legal, institutional, and cultural context with a particular emphasis on their implications for employment conditions and turnover in Turkey. In the second section, the authors will review the academic literature on turnover that originated from Turkey. The authors divide the reviewed studies into two groups: generalizability studies, which are primarily replications of the mainstream literature with no focus on any specific characteristics of Turkey, and contextual studies, which emphasized the role of the economic, legal, or cultural background in formulating or interpreting their research. In the final section, the authors will discuss the findings of the review vis-á-vis the mainstream literature as well as practical implications and conclude with potential future research directions in the Turkish context.

Although the proliferation of research in emotional intelligence (EI) in the last 25 years has largely focused on the individual level, some researchers have proposed theories and measurement models for EI at the organizational level. Drawing from earlier work which conceptualizes organizational emotional intelligence (OEI) as a climate-level construct involving shared norms and practices this chapter sets out to investigate the relationship between perceptions of organizational emotional intelligence (OEI) and turnover intentions amongst employees. Since turnover intentions are a reliable indicator of actual turnover they are deemed to be a critical indicator for organizational performance. This chapter also builds on previous research which found that the relationship between OEI as a climate-level construct and intention to leave was mediated by organizational emotional appeal (i.e., overall reputation) and trust in senior management to explore the mediating role of other employee attitudes which have been traditionally linked to climate and individual-level outcomes in organizations, namely job satisfaction and affective commitment. By surveying employees in a UK-based charity organization (n = 173), the study finds that both job satisfaction and affective commitment mediate the impact of OEI on intention to leave and explain a moderate amount of variance in the focal construct. However, the majority of the mediation occurs through job satisfaction with a reduced mediation effect for affective commitment. Potential reasons for these results in the charity context are discussed. The chapter contributes to a wider understanding of the way in which perceptions of OEI impact on employee attitudes toward the organization and the job; and, in turn, how these attitudes impact on turnover intentions.

Why employees stay or leave their organization in Republic of Korea (South Korea) can be better understood by taking into account the idiosyncratic institutional and cultural contexts. In this chapter, we aim to provide a comprehensive review of employee turnover research in South Korea and discuss its implications for research. Specifically, we explain how employee turnover decisions may be affected by the characteristics of South Korean labor market (duality, polarization, and intergenerational issues) and cultural environments (collectivism, high power distance, and high-performance orientation). The review shows that organizational commitment, job satisfaction, and on-the-job embeddedness are three key mechanisms explaining employee turnover in South Korea. Building upon the review, we conclude the review by suggesting future research directions: (a) examining turnover behavior as a key outcome, (b) developing a theoretical framework for social identity and embeddedness, and (c) understanding intergenerational issues.

During the 2001 Association of College and Research Libraries (ACRL) conference, members were asked what they thought were the most pressing issues for academic libraries. As a result, the Focus on the Future Task Force was created and charged to study these concerns. One of the top seven issues was the recruitment, education, and retention of librarians (Hisle, 2002). Retaining librarians by preventing turnover has become one of the leading issues in academic libraries.

The “war for talent” is not limited to developed economies but has become a common feature in emerging economies such as India. From the sociocultural perspective, India represents one of the oldest cultural heritages with distinct cultural values. The cultural difference may contribute to explain organizational practices toward talent retention. In the present chapter, the authors focus on the institutional, legal, and cultural context and highlight their uniqueness with respect to the Indian context. Within the institutional context, the authors found that prior to liberalization (which happened in 1990s), the Indian business scene was dominated by public firms or a small enclave of private firms. For both types of organization, turnover hardly mattered, and turnover was indeed negligible. Employees saw firms as “employers for life”: in such a context, voluntary turnover was extremely rare. Further, in the early legal context, it was hard for any private firm to “fire” an employee. Therefore, involuntary turnover was close to nil as well. Things began to change post-liberalization when the Indian scene was dominated by an influx of private players. The Indian mind too accepted turnover to be a part of the corporate life. In the present chapter, the authors provide a snapshot of what, why, and how of employee turnover in the Indian context. The authors specifically focus on what motivates employees to remain with the organization or why do they leave the organization. The authors close the chapter with insights relevant to both academicians and practitioners.

As management-level turnover is increasing rapidly, one of the major challenges for the hospitality industry is to retain highly educated and highly skilled employees. As the psychological contract approach to the employment relationship had not been investigated with regard to the hospitality industry, it became the subject of this study. The results demonstrate that psychological contract measures, in particular job content, can explain why there is a substantial amount of variance in intention among highly educated hotel employees with regard to leaving the organization, especially when the mediating role of affective commitment is taken into account. In this paper, managerial implications are discussed, and recommendations for further research are made.

The study explores the antecedent and consequences of sales employees' authenticity of emotional expression during customer interactions. Based on a survey of 468 medical sales representatives (MSRs) in India, the study found a significant effect of authenticity of emotional expression on employees' well-being and turnover intention. Organizational identification was found to be an antecedent of authenticity of emotional expression. The mediation effect of authenticity of emotional expression in explaining the relationship between organizational identification and well-being was supported. However, contrary to the hypothesis, the study found no mediation effect of authenticity of emotional expression on the relationship between organizational identification and turnover intention. The study addresses an important yet neglected issue: how authenticity might meaningfully contribute to the advancement of theory and practice in business.