Using a latent growth modeling (LGM) approach, this paper examines the trajectories of change in role stressors (ambiguity, conflict, and overload), job attitudes (affective commitment and job satisfaction), and turnover intention and psychological well-being among neophyte newcomers, as well as the relationships among these changes. Based on a sample of 170 university alumni surveyed three times during the first months of employment, we found that role conflict and role overload increased, affective commitment and job satisfaction declined, and turnover intention increased over the course of the study. Role ambiguity and well-being did not change. The initial levels of affective commitment, job satisfaction, and well-being were positively related to the increase in role overload, while the initial level of turnover intention was related to a reduced increase in role overload over time. We also found that the increase in role overload and role conflict was associated with a decline in affective commitment and job satisfaction, respectively, and that the decrease in affective commitment and satisfaction was related to an increase in turnover intention. We discuss the implications of these finding

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International audienceThis paper explores social processes between franchisees as a way to control franchisee opportunism. Based on the literature of socio-psychological and interorganizational relationships, we argue that cohesion among franchisees is negatively associated with opportunistic behaviors that are potentially harmful to the whole chain. We use multilevel and multisource data to show that perceptions of cohesion among franchisees relate both to a) how franchisees apply know-how from franchisors (i.e., deviation from chains standards), and b) whether they transfer or withhold information that could be useful to the franchise system (i.e., information withholding). Our results underscore the importance of relationships among franchisees, an underexplored component of franchisin

Organisational image has mostly been studied using an external perspective focused on strategy and marketing issues. Given its salience in employees' symbolic environment, however, image may also have internal as well as external consequences. Yet, the potential impact of image on internal HR aspects has received only pminimal interest from researchers. This article presents the results of a study that explored the impact of perceived external prestige (PEP) on three individual outcomes: job satisfaction, affective organisational commitment and affective well‐being at work. It is based on a survey of 527 French managers. The findings show that all individual outcomes are related to PEP. Moreover, it was found that the impact of corporate image on some of the outcomes was stronger for individuals working in sales/marketing than for other employees.

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SummaryWe present the results of two empirical studies of the relocation decision-making process of dual-earner couples. The first study is a quantitative survey of 155 management-level employees and focuses on the variables likely to moderate the influence of the spouse (partner) on the probability of accepting or turning down geographical mobility. The second complementary study is qualitative, consisting of 11 in-depth interviews of dual-earner couples; it attempts to identify the dynamics within the couple when making relocation decisions. We found that the couple's decision-making process in the face of a transfer proposition is above all a search for compromise solutions that are a function of the respective occupational and family roles within the couple as well as their expectations of how to organize their life as a couple.

Employee turnover is an important topic in the human resource management literature. Several researchers have sought to analyse its multiple determinants and to model the turnover process. The purpose of this paper is to study the impact of employees' perception of the external image of the company they work for on their intentions to leave. It is based on a questionnaire survey of 801 French managers that attempted to incorporate the notion of perceived external prestige (PEP) within the literature's classical model of turnover. The results show that the impact of PEP on intentions to leave is partially mediated by the two determinants of turnover in the model: organizational commitment and job satisfaction. Yet there still remains a direct effect of PEP on intentions to quit. Our research also attempted to confirm the existence of a possible moderator effect, but was unable to find such an effect.