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1 – 10 of 565The purpose of this paper is to assess the effect of co-worker support on horizontal knowledge withholding and voluntary turnover intention among IT specialists. The study also…
Abstract
Purpose
The purpose of this paper is to assess the effect of co-worker support on horizontal knowledge withholding and voluntary turnover intention among IT specialists. The study also explores the mediating role of affective organizational commitment.
Design/methodology/approach
The data are drawn from 118 IT specialists from a Polish software company. The model is tested through partial least squares path modeling.
Findings
The results revealed that the negative effect of co-worker support on voluntary turnover intention is fully mediated by organizational affective commitment. Contrary to expectations, co-worker support is not significantly negatively related to horizontal knowledge withholding.
Research limitations/implications
The cross-sectional data, self-reports and small sample size are limitations of this study. The respondents were a relatively homogenous group of employees, so the generalizability of results to other employees and industries is limited.
Practical implications
To increase affective organizational commitment and reduce voluntary turnover intention among IT specialists, managers should create the conditions to enhance co-worker support.
Originality/value
This research clarifies the role of affective organizational commitment, which has proven to be a bridge linking co-worker support and voluntary turnover intention. Moreover, this research investigates the previously unexplored effect of co-worker support on horizontal knowledge withholding.
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Tom L. Junker, Christine Yin Man Fong, Marjan Gorgievski, Jason C.L. Gawke and Arnold B. Bakker
This study investigates when and for whom job crafting may turn into job quitting. The authors hypothesize that approach job crafting relates more positively to turnover…
Abstract
Purpose
This study investigates when and for whom job crafting may turn into job quitting. The authors hypothesize that approach job crafting relates more positively to turnover intentions and subsequent voluntary job changes among employees with (a) high (vs low) need for career challenges and (b) those with high (vs low) self-esteem.
Design/methodology/approach
Data were collected from 575 employees of a large public organization in the Netherlands with two measurement moments three months apart. Hypotheses were tested using cross-lagged regression analyses and path modeling.
Findings
Supporting the hypotheses, approach crafting related positively to an increase in turnover intentions only among employees with high need for challenge or high self-esteem. Moreover, via turnover intentions at Time 1, approach crafting related positively to the voluntary job change at Time 2 for employees with (a) high need for challenge, as well as those with (b) high self-esteem. These findings held after controlling for avoidance crafting.
Research limitations/implications
This study has been conducted in a relatively homogenous sample. Future research may test the predictions in a more heterogeneous sample, including participants from different cultural and economic contexts.
Practical implications
The authors advise human resource (HR) professionals to facilitate the job crafting efforts of employees with a high need for challenge and those with high self-esteem because these groups are particularly at risk of voluntarily quitting their jobs. Adopting insights from the wise proactivity model may help ensure that job crafting benefits both employees and employers.
Originality/value
This study brings clarity to the inconsistent relationships between job crafting and job quitting by using the wise proactivity model as an explanatory framework.
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David G. Allen and James M. Vardaman
The flow of human capital into and out of organizations is a crucial aspect of organizational functioning, yet the bulk of the theory and research adopts a US-centric perspective…
Abstract
The flow of human capital into and out of organizations is a crucial aspect of organizational functioning, yet the bulk of the theory and research adopts a US-centric perspective. The purpose of this edited volume is for scholars embedded in contexts around the world to describe the relevance and implications (or lack thereof) of turnover theories in their particular context. We take a broad view of talent, focusing on the departure of human capital in general without necessarily restricting the analysis to those who disproportionately contribute to organizational success, and the authors focus on institutional contexts and culture because of their role in shaping employee norms and behaviors. We partnered with author teams embedded in countries and regions with a focus on capturing variance in contexts across the GLOBE clusters: Anglo (England), Confucian Asian (China; South Korea), Eastern European (Bulgaria), Germanic European (Germany), Latin American (Mexico), Latin European (Spain), Middle Eastern (Turkey), Nordic European (Denmark), Southern Asian (India), and Sub-Saharan African (South Africa). We provided each author team discretion to express their own voice, while also providing a common set of goals across chapters for consistency of contribution: a description of the institutional, legal, and cultural context as it relates to employee mobility, a review of context-specific research literature leading to a description of how the mechanisms and processes in prominent turnover theories may operate differently in a particular context, and implications for research and practice related to talent turnover and retention. Considering the contributions as a set, we identify important themes and overarching recommendations for scholars interested in studying employee retention and turnover around the globe.
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Martin Ahlenius, Björn Berggren, Tommy Gerdemark, Jonas Kågström and Lars-Johan Åge
The purpose of this article is to describe and analyze the occupational life cycle of Swedish real estate brokers.
Abstract
Purpose
The purpose of this article is to describe and analyze the occupational life cycle of Swedish real estate brokers.
Design/methodology/approach
Voluntary turnover among real estate brokers could lead to occupational turnover and/or employee turnover and has been described as problematic by both practitioners and researchers alike. Most previous studies focusing on this issue have explored connections between real estate brokers' personality, economic and market conditions and turnover. Employee turnover involves shifting jobs within the profession (real estate brokerage), whereas occupational turnover concerns movement to a job not related to the real estate brokerage profession. Both perspectives on turnover are however lacking data about the average time spent as a broker. This study fills this gap by exploring real estate brokers' life cycle through data analysis using a cohort study consisting of a sample of 5,304 real estate brokers registered and/or deregistered over a ten-year period from 2010 to 2019.
Findings
The analysis show that the decline is almost linear, resulting in 50% of the newly registered real estate brokers remain in the occupation eight years after registration. These findings are not in line with previous assumptions as the real estate brokers' life cycle is substantially longer. The results also reveal that there are differences in life cycles due to gender and year of registration.
Originality/value
The analysis of longitudinal, aggregated data on the life cycle of real estate brokers is highly relevant as it serves as a point of reference for future longitudinal studies analyzing the motives for leaving the occupation.
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The study aims to determine how the relationship among links, fit and sacrifice (dimensions of job embeddedness) influence employees' intention to quit in the case of…
Abstract
Purpose
The study aims to determine how the relationship among links, fit and sacrifice (dimensions of job embeddedness) influence employees' intention to quit in the case of professionals belonging to Generation Y.
Design/methodology/approach
A quantitative correlational study was conducted with a cross-sectional dimension of time. The survey technique was applied through a certified online panel. The sample consisted of 211 members of Generation Y.
Findings
It has been verified that the only significant dimension for Generation Y is sacrifice.
Research limitations/implications
It is necessary to extend the study of the dimensions of job embeddedness and their influence on employees' intention to quit in different demographic groups. It would be advisable to conduct longitudinal studies to observe the dynamics of job embeddedness throughout the years.
Practical implications
Organizations concerned with retaining the talent of young professionals can focus on the development of policies and benefits that encourage sacrifice.
Social implications
The finding that the sacrifice dimension is the one that would reduce the intention to leave for Generation Y will help to ensure that organizations retain the workforce that they value.
Originality/value
The study is important to gain a better understanding of Generation Y behavior. In addition, in response to the demand from the literature, the sample considered only Generation Y with work experience.
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The purpose of this two-part study is to systematically review, analyze and critically synthesize the current state of empirical research on knowledge loss induced by…
Abstract
Purpose
The purpose of this two-part study is to systematically review, analyze and critically synthesize the current state of empirical research on knowledge loss induced by organizational member turnover (KLT).
Design/methodology/approach
A systematic literature review was conducted based on 91 empirical studies on KLT.
Findings
Part I of the study contributes to the advancement of KLT scholarship by mapping key developments in empirical research on KLT (publication trends, methodological and theoretical foci, heterogeneity of geographical, industrial and organizational contexts); encapsulating KLT antecedents associated with both voluntary and involuntary turnover; and revealing a broad scope of KLT effects at organizational and unit level.
Research limitations/implications
This study has limitations related to inclusion/exclusion criteria used for creating the review sample and the “Antecedents–Phenomenon–Outcomes” logic used to synthesize the findings.
Originality/value
Part I of the study offers a systematic synthesis of KLT empirical research with respect to KLT antecedents, outcomes and factors affecting them.
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Jin Suk Park, Jae Yoon Chang and Taehun Lee
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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The article is to review recent literature studies of employee turnover to identify antecedents of employee turnover in the hospitality sector to reduce the literature gaps and…
Abstract
Purpose
The article is to review recent literature studies of employee turnover to identify antecedents of employee turnover in the hospitality sector to reduce the literature gaps and present a wider scope of turnover factor and understanding of employee motivational factors in their job decision.
Design/methodology/approach
The recent literature studies published over the last two decades were reviewed and structured into the three levels of employee turnover factors, including individual, team and organizational level.
Findings
The antecedents on organizational levels were frequently studied and suggested as strong predictors to employee turnover in the hospitality sectors. The team and organizational factors also influence employee turnover, yet the factors on the team level may not have a significant direct impact but rather an indirect impact through the organizational or individual level. The factors of the individual level may not explain the fundamental reasons behind the turnover. Yet, it might be a more reliable predictor of employee turnover as factors on the other levels are often mediated by individual factors.
Originality/value
The article contributes to the knowledge base by articulating a wide range of updated employee turnover factors in the hospitality that brings an updated insight into employee motivational factors in the hospitality sector.
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