Does Person-organization Fit Moderate the Effects of Affective Commitment and Job Satisfaction on Turnover Intentions?☆
About: This article is published in Procedia - Social and Behavioral Sciences.The article was published on 2013-11-06 and is currently open access. It has received 96 citations till now. The article focuses on the topics: Affective events theory & Organizational commitment.
Citations
More filters
01 Jul 1973
Abstract: Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)
497 citations
TL;DR: In this article, the authors explored the role of employee development in job satisfaction and organizational commitment and in particular its moderation by person-organization fit in the context of telecommunications sector in Pakistan.
Abstract: Researchers have begun to focus on emerging markets, particularly those in Asia, because of the phenomenal growth in the size of their business sectors and a remarkable increase in their share of global business Businesses in the developing world are now grappling with people management issues that formerly were the preserve of businesses in the West This study aims at exploring the role of employee development in job satisfaction and organizational commitment and in particular its moderation by person–organization fit The context is the telecommunications sector in Pakistan The results reported show a positive impact of employee development initiatives on employee job satisfaction and later the job satisfaction has significant impact on organizational commitment The results also revealed, however, an unfavourable relationship between employee development and organizational commitment The relationship between job satisfaction and organizational commitment was significantly moderated by person–organization fit
58 citations
Cites background or result from "Does Person-organization Fit Modera..."
...O fit has positive impact on numerous organizational outcomes, such as organizational commitment, high quality productivity and reduced employee turnover (Alniaçik et al., 2013; Van Vianen, 2000)....
[...]
...The results from moderation effect of P–O fit between job satisfaction and organizational commitment is quite consistent with similar studies in the past (Alniaçik et al., 2013; Boon et al., 2011; Karakurum, 2005; Silva et al., 2010), making P–O fit a reliable factor in estimating employee job satisfaction and commitment....
[...]
...O fit moderates the relationship between job satisfaction and commitment has been statistically validated (Alniaçik et al., 2013; Boon et al., 2011; Silva et al., 2010)....
[...]
...P–O fit is significant and has practical implications in the field of rehabilitation because it can be used to forecast particular variables, such as job satisfaction and organizational commitment (Alniaçik et al., 2013)....
[...]
...O fit is significant and has practical implications in the field of rehabilitation because it can be used to forecast particular variables, such as job satisfaction and organizational commitment (Alniaçik et al., 2013)....
[...]
TL;DR: In this paper, the authors investigated the influence factors of job satisfaction and its relationship with turnover intention and found that job satisfaction of early-career employees has a significant effect on employee work behavior and work attitude.
Abstract: Job satisfaction of early-career employees has a significant effect on employee work behavior and work attitude. This study investigated the influence factors of job satisfaction and its relationship with turnover intention. Early-career employees were selected as the research subject. Questionnaires were distributed and the stratified random sampling method was used to analyze the 418 samples collected. The dimensions of job satisfaction were analyzed by exploratory factor analysis and confirmatory factor analysis, and a structural equation model was constructed to discuss the relationship between job satisfaction and turnover intention. First, for early-career employees, job satisfaction as a higher order factor consists of 6 first-order factors; personal growth’s influence on job satisfaction is the greatest, with a path coefficient reaching .918. Next come salary and welfare, work itself, interpersonal relationships and leader behavior. Additionally, job competency has a minimal effect on job satisfaction; its path coefficient is only .214. Second, job satisfaction has a significantly negative effect on turnover intention, indicating that the job satisfaction structure of early-career employees has its unique characteristics because they focus more on personal growth and development space. Through improving job satisfaction, turnover behavior of early-career employees can be effectively controlled.
51 citations
TL;DR: In this article, the authors used structural equation modeling with a sample size of 150 respondents, and found that satisfaction with payment and fringe, perceived availability of alternative job and job hopping are significant to generation-Y employees' intention to quit.
Abstract: Among the various speculation published in media reports about the reasons why generation-Y workforce in Malaysia changes job frequently include dissatisfaction with pay and fringe benefits, seeking work-life balance, perceived status work-values fit, normative commitment, perceived availability of alternative job and job hopping, This study aims to empirically justify or refute some of the anecdotal information about generation-Y employees’ decision to leave an organisation in the context of Malaysia. Using structural equation modelling with a sample size of 150 respondents, this study revealed that satisfaction with payment and fringe, perceived availability of alternative job and job hopping are significant to generation-Y employees’ intention to quit. Additionally, normative commitment as part of employees’ loyalty is insignificant to generation-Y employees’ intention to quit. This study provides implication to human resource (HR) managers that generation-Y employees’ intention to quit may not be entirely due to HR strategies. Instead, cultural and economic factors play an important role in such decisions. However, there are other reasons that are widely held about generation-Y employees’ intention to quit, which may not be held true or empirically validated. Lastly, normative commitment does not influence their intention to stay or to leave an organisation, as their loyalty is to their personal lives.
40 citations
TL;DR: In this article, a survey was conducted among 409 university lecturers in Austria, Croatia, Czech Republic, Germany, Slovenia, Serbia, and Slovenia, and the results showed that the highest level of psychological empowerment can be found among lecturers from Serbia and the lowest from Germany, while affective organisational commitment was not found as statistically significant.
Abstract: Background and Purpose: Organizations should implement new findings from the field of human resource management. If an organization wants to have successful and effective employees, they should be satisfied with all aspects of work and at the same time they should be feel commitment towards an organization. To have a full insight in employees, organizations have to take care of psychological side of employees, which manifests in psychological empowerment.
Design/Methodology/Approach: The survey was conducted among 409 university lecturers in Austria, Croatia, Czech Republic, Germany, Serbia, and Slovenia. The investigated constructs of psychological empowerment, job satisfaction and organisational commitment were compared. Spreitzer’s PEQ was used for the assessment of the psychological empowerment, Spector’s JSS for job satisfaction, and Allen’s and Meyer’s OCQ for the assessment of organisational commitment.
Results: The research showed that the highest level of psychological empowerment can be found among university lecturers from Serbia and the lowest from Germany. Job satisfaction level is the highest in Austria and the lowest in Slovenia. Affective organisational commitment is the highest in Slovenia and the lowest in Germany. Continuance organisational commitment scored the highest in Croatia and the lowest in Czech Republic. Additionally, the outcomes show the highest level of normative organisational commitment in Czech Republic and the lowest in Austria. Only affective organisational commitment was not found as statistically significant.
Conclusion: Knowledge of psychological empowerment, job satisfaction and organizational commitment can be helpful for leaders, because with this knowledge they can manage, develop and motivate employees properly.
31 citations
References
More filters
TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
Abstract: In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
80,095 citations
TL;DR: In this paper, the authors go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting a desire (affective commitment), a need (continuance commitment), and an obligation (normative commitment) to maintain employment in an organization.
9,212 citations
TL;DR: An up-to-date handbook on conceptual and methodological issues relevant to the study of industrial and organizational behavior is presented in this paper, which covers substantive issues at both the individual and organizational level in both theoretical and practical terms.
Abstract: An up-to-date handbook on conceptual and methodological issues relevant to the study of industrial and organizational behavior. Chapters contributed by leading experts from the academic and business communities cover substantive issues at both the individual and organizational level, in both theoretical and practical terms.
7,809 citations
TL;DR: In this article, the authors tested the generalizability of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment.
Abstract: he authors tested the generalizability of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment. Measures of affective, continuance, and normative commitment to occupation were developed and used to test hypotheses concerning their differential relations with antecedent and consequence variables. Confirmatory factor analyses conducted on data collected from samples of student and registered nurses revealed that the 3 component measures of occupational commitment were distinguishable from one another and from measures of the 3 components of organizational commitment
5,751 citations