Recent narrative reviews (e.g., Hom, Mitchell, Lee, and Griffeth, 2012;Hom, Lee, Shaw, and Hausknecht, 2017) advise that it is timely to assess the progress made in research on voluntary employee turnover so as to guide future work. To provide this assessment, we employed a three-step approach. First, we conducted a comprehensive meta-analysis of turnover predictors, updating existing effect sizes and examining multiple new antecedents. Second, guided by theory, we developed and tested a set of substantive moderators, considering factors that might exacerbate or mitigate zeroorder meta-analytic effects. Third, we examined the holistic pattern of results in order to highlight the most pressing needs for future turnover research. The results of Step 1 reveal multiple newer predictors and updated effect sizes of more traditional predictors, which have received substantially greater study. The results of Step 2 provide insight into the context-dependent nature of many antecedentturnover relationships. In Step 3, our discussion takes a bird's-eye view of the turnover "forest" and considers the theoretical and practical implications of the results. We offer several research recommendations that break from the traditional turnover paradigm, as a means of guiding future study.

The exponential growth of the service economy has increased the attention that organizational researchers have paid to the concept of emotional labor. Although much progress has been made in the field, few studies have provided an integrated picture of how individual dispositions, perceived display rules, and emotional labor behaviors shape employee outcomes. To clarify and compare results across this growing body of literature, a quantitative review was developed, along with a theoretically derived path diagram of key emotional labor constructs. Evidence from our structural meta-analytic model based on 116 primary studies demonstrates that examining affective dispositions and emotional labor constructs and the pattern of positive and negative results helps to clarify and add specificity to the literature. Results were consistent with the perspective that surface acting emotion regulation strategies have a pattern of negative relationships with work outcomes of job satisfaction and stress/exhaustion (but not with job performance), whereas deep acting emotion regulation strategies have a pattern of positive relationships with all of these work outcomes.Many jobs in the growing service sector of the economy entail strong situational pressures to show certain emotions and repress others. Those

While much organizational socialization occurs through interpersonal interactions, evidence regarding how these processes unfold over time has not been forthcoming. Results from a 14-wave longitudinal study with a sample of 264 organizational newcomers show that support of newcomers from coworkers and supervisors declines within the first 90 days of employment. Early support and undermining had more significant relationships with work outcomes assessed after 90 days of employment than did increases or decreases in support and undermining over that time period, suggesting early support and undermining may lay a foundation for later work outcomes. Proactive behavior partially mediated the relationship between support and more distal work outcomes, including withdrawal behaviors. Supervisor undermining was uniquely associated with higher turnover (exit) hazard.

Job embeddedness is predominately assumed to benefit employees, work groups, and organizations (e.g., higher performance, social cohesion, and lower voluntary turnover).Challenging this assumption, we examined the potentially negative outcomes that may occur if employees are embedded in an adverse work environment -feeling "stuck", yet unable to exit a negative situation. More specifically, we considered two factors representing adverse work conditions: abusive supervision and job insecurity. Drawing from conservation-of-resources theory, we hypothesized that job embeddedness would moderate the relationship between these conditions and outcomes of voluntary turnover, physical health, emotional exhaustion, and sleep quality/quantity, such that employees embedded in more adverse environments would be less likely to quit, but would experience more negative personal outcomes. Results from two independent samples, one in Japan (N=597) and one in the United States (N=283), provide support for the hypothesized pattern of interaction effects, thereby highlighting a largely neglected "dark side" of job embeddedness.

Leaders are encouraged to show benevolence to followers in paternalistic cultures. Yet, there remains debate about whether the influence of increasingly benevolent leadership on follower outcomes is linearly favorable. Grounded in the too‐much‐of‐a‐good‐thing effect and resource allocation theory, we developed and tested a model considering a potential curvilinear relationship between benevolent leadership and team performance while also examining the mediating role of team action processes. We further reasoned that this curvilinear indirect effect would be moderated by team commitment, which could neutralize the diminishing performance returns resulting from excessive benevolent leadership. To test these ideas, we carried out two studies. In the first study, multisource and time‐lagged data collected from 381 employees working in 104 research and development teams showed that benevolent leadership exhibited an inverted U‐shaped relationship with team performance, but this curvilinear relationship disappeared in teams with high team commitment. In the second study, we replicated and extended our results using a sample of 417 employees from 101 hotel management teams of a large hotel chain. Specifically, we found an inverted U‐shaped relationship between benevolent leadership and team action processes, which mediated the inverted U‐shaped relationship between benevolent leadership and team performance. Moreover, this indirect curvilinear effect only held in teams with low team commitment. We discuss the implications of our findings for both theory and practice.