Two meta-analyses were conducted to Investigate the effectiveness of the Fishbein and Ajzen model in research to date. Strong overall evidence for the predictive utility of the model was found. Although numerous instances were identified in which researchers overstepped the boundary conditions initially proposed for the model, the predictive utility remained strong across conditions. However, three variables were proposed and found to moderate the effectiveness of the model. Suggested extensions to the model are discussed and general directions for future research are given.

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The Theory of Reasoned Action: A Meta-Analysis of Past Research with Recommendations for Modifications and Future Research

A new construct, entitled “job embeddedness,” is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a measure of job embeddedness with two samples. The results show that job embeddedness predicts the key outcomes of both intent to leave and 'voluntary turnover' and explains significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search.

/pdf/why-people-stay-using-job-embeddedness-to-predict-voluntary-4fqut29twq.pdf

Why people stay: using job embeddedness to predict voluntary turnover

Research on employee turnover since the Porter and Steers analysis of the literature reveals that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment are consistently and negatively related to turnover. Generally, however, less than 20% of the variance in turnover is explained. Lack of a clear conceptual model, failure to consider available job alternatives, insufficient multivariate research, and infrequent longitudinal studies are identified as factors precluding a better understanding of the psychology of the employee turnover process. A conceptual model is presented that suggests a need to distinguish between satisfaction (present oriented) and attraction/expected utility (future oriented) for both the present role and alternative roles, a need to consider nonwork values and nonwork consequences of turnover behavior as well as contractual constraints, and a potential mechanism for integrating aggregate-level research findings into an individual-le vel model of the turnover process. Employee withdrawal, in the form of turnover, has sustained the interest of personnel researchers, behavioral scientists, and management practitioners. At the macro level, economists and personnel researchers have demonstrated the relationship between turnover rates and the aggregate level of economic activity, employment levels, and vacancy levels (see, e.g., Armknecht & Early, 1972; Forrest, Cummings, & Johnson, 1977; Price, 1977; Woodward, 1975-1976). At the micro level, behavioral research has established a consistent, although generally weak, correlation between job dissatisfaction and turnover (Brayfield & Crockett, 19SS; Locke, 1976; Porter & Steers, 1973; Vroom, 1964; Herzberg, Mausner, Peterson, & Capwell,

Review and Conceptual Analysis of the Employee Turnover Process

To evaluate a heuristic model of employee turnover, survey data were collected from 203 hospital employees. The questionnaire included measures of general and job facet satisfaction, thoughts about quitting, the intention to quit, the perceived probability of finding another job, and biographical in

http://psycnet.apa.org/journals/apl/63/4/408.pdf

An evaluation of precursors of hospital employee turnover.

: Based on a review of 104 empirical studies, this paper presents a model of employee attendance in work organizations. It is suggested, based on the literature, that attendance is directly influenced by two primary factors: (a) attendance motivation; and (b) ability to come to work. Attendance motivation, in turn, is largely influenced by: (a) satisfaction with the job situation; and (b) various internal and external pressures to attend. The model attempts to account for both voluntary and involuntary absenteeism. Moreover, the model argues against earlier assertions that absenteeism is principally caused by job dissatisfaction and that absenteeism and turnover share common roots. Available literature is largely consistent with the model but not sufficient to validate it. Hence, the model is proposed here to stimulate and guide further systematic efforts to study attendance behavior. (Author)

Major influences on employee attendance: A process model.

The present investigation studied the lab-to-field generalizability of Fishbein's attitude-behavior model and examined the relative efficacy of the Fishbein model and traditional job attitude measures as predictors of absenteeism and turnover. Predictor data were collected from 108 nursing home employees immediately preceding the two-month time period of interest. Criterion data were obtained at the end of the two-month period. Fishbein's model received some field support, particularly with respect to predicting turnover. Traditional job attitude measures were more effective predictors of absenteeism, while Fishbein's model was a more effective predictor of turnover. It was concluded that neither approach seems superior especially in light of the amounts of criterion variance accounted for. Empirical studies of the attitude-behavior relationship in specific reference to job attitudes and job withdrawal behaviors have been reviewed recently by Porter and Steers (1973). They concluded that there is considerable evidence for consistent negative relationships between job attitudes (i.e., job satisfaction) and turnover. There appears to be a similar relationship of job attitudes to absenteeism, although there is much less information available. Porter and Steers note that many of the more recent findings are based on reliable and valid measures of job attitudes such as the Job Descriptive Index,

John E. Newman

Papers

Predicting absenteeism and turnover: a field comparison of fishbein's model and traditional job attitude measures