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-level 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.

The purported advantage of a strong corporate culture presumes that positive outcomes result when peoples' values are congruent with those of others. This was tested by using a design that controlled for artifacts in prior studies. Participants, 191 production workers, their supervisors (N = 17), and 13 managers at a large industrial products plant, completed questionnaires containing measures of job satisfaction, organizational commitment, and work values. Responses were later matched with the attendance and performance records of the production workers in the sample. Results showed that workers were more satisfied and committed when their values were congruent with the values of their supervisor, \felue congruence between workers and their supervisors was not significantly correlated with workers' tenure; however, its effect on organizational commitment was more pronounced for longer tenured employees.

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The values of managers and employees in organizations are phenomena that have captured the interest of researchers, practitioners, social critics, and the public at large. Despite this attention, there continues to be a conspicuous lack of agreement on what values are and how they influence individuals. In this article we discuss how values have been defined and conceptualized. Focusing on values as desirable modes of behavior, we describe how they affect individuals in organizations and discuss some of the salient controversies that characterize contemporary research on values. Finally, we report on a comprehensive review of the most recent literature in this area.

Research has not adequately separated the factors responsible for prosocial behaviors intended to benefit specific individuals from those intended to benefit an organization. Antecedents of the behavior of 100 secretaries were examined as a function of the beneficiary of the behavior. The value of concern for others and empathy explained significant variance in prosocial behaviors directed only at specific individuals (prosocial individual behavior). Perceptions of reward equity and recognition explained significant variance in behaviors directed only at the organization (prosocial organizational behavior). With these effects removed, the relationship between job satisfaction and prosocial organizational behavior was no longer significant, whereas the relationship between job satisfaction and prosocial individual behavior remained significant. Results suggest that the psychological processes that underlie prosocial behavior are different depending on the beneficiary of the behavior.