This study meta-analyzed the relationships between locus of control (LOC) and a wide range of work outcomes. We categorized these outcomes according to three theoretical perspectives: LOC and well-being, LOC and motivation, and LOC and behavioral orientation. Hypotheses reflecting these three perspectives were proposed and tested. It was found that internal locus was positively associated with favorable work outcomes, such as positive task and social experiences, and greater job motivation. Our findings are discussed in relation to research on core self-evaluation and the Big Five personality traits. Copyright © 2006 John Wiley & Sons, Ltd.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/job.416

Locus of control at work: a meta‐analysis

Recent research into population standards of life satisfaction has revealed a remarkable level of uniformity, with the mean values for Western populations clustering at around three-quarters of the measurement scale maximum. While this seems to suggest the presence of a homeostatic mechanism for life satisfaction, the character of such a hypothetical device is uncertain. This paper proposes that well-being homeostasis is controlled by positive cognitive biases pertaining to the self. Most particular in this regard are the positive biases in relation to self-esteem, control and optimism. Past controversies in relation to this proposition are reviewed and resolved in favour of the proposed mechanism. The empirical data to support this hypothesis are discussed in the context of perceived well-being as an adaptive human attribute.

/pdf/maintaining-life-satisfaction-the-role-of-positive-cognitive-uhebb40sgk.pdf

Maintaining Life Satisfaction: The Role of Positive Cognitive Bias

Objective:The aim of this systematic literature analysis was to study the association between leadership and well-being at work and work-related health. These intermediate outcomes are supposed to predict work-related loss of productivity and disability at work.Methods:Original articles publ

Leadership, job well-being, and health effects--a systematic review and a meta-analysis.

“Employee turnover” as a term is widely used in business circles. Although several studies have been conducted on this topic, most of the researchers focus on the causes of employee turnover but little has been done on the examining the sources of employee turnover, effects and advising various strategies which can be used by managers in various organisations to ensure that there is employee continuity in their organisations to enhance organizational competitiveness. This paper examines the sources of employee turnover, effects and forwards some strategies on how to minimize employee turnover in organisations.

	 

	Key words: Employee, turnover, sources, effects, strategies.

/pdf/a-review-of-the-literature-on-employee-turnover-3bi24i8k7p.pdf

A review of the literature on employee turnover

Antecedents and consequences of job satisfaction in the hotel industry

This paper reports on an investigation of the variables that may be predictive of intentions to leave a job, and tests a model that includes mediating variables. A total of 173 retail salespeople completed questionnaires measuring commitment to the organization for which they worked, job satisfaction, stress, supervisor support, locus of control, self‐esteem, the perceived stressors in the job and their intention to quit. Path analysis was used to test the relationships hypothesized in the model. The majority of hypotheses were supported, with the variables included accounting for 52 per cent of the variance in intention to quit. Emotional support from supervisors and self‐esteem mediated the impact of stressors on stress reactions, job satisfaction, commitment to the organization and intention to quit. It is suggested that to ameliorate intention to quit and in turn reduce turnover, managers need to actively monitor workloads, and the relationships between supervisors and subordinates in order to reduce and manage stress. Managers also need to monitor both the extrinsic and intrinsic sources of job satisfaction available to employees. These activities could assist in maintaining and increasing job satisfaction and commitment to the organization.

/pdf/how-can-managers-reduce-employee-intention-to-quit-2n26jofw35.pdf

How can managers reduce employee intention to quit

It has now been established that normative samples drawn from Western populations report mean levels of life satisfaction that lie within 70-80 percent of the scale maximum. This study tests whether such consistency is an artifact of Likert scales, and also examines the cognitive processes people employ in making such judgements. Forty-two undergraduate psychology students were asked to describe an imagined worst and best life for themselves. They then rated their current life on a 100 point imaginary scale connecting their worst and best life, and completed a standard life satisfaction scale. The values obtained from the imaginary scale yielded a mean of 76.1 percent and correlated 0.79 with the standard scale. It was concluded that the normative standard for life satisfaction was not an artifact of scale construction. Life satisfaction judgement was found to be dominated by the life domain of intimacy and to confirm the types of comparisons predicted by multiple discrepancies theory.

Claude Loquet

Papers

How can managers reduce employee intention to quit

The gold standard for life satisfaction: Confirmation and elaboration using an imaginary scale and qualitative interview