Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: A meta-analysis.

Abstract

In this article, a 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria. Results of meta-analyses of 183 independent samples indicated that whereas hindrance stressors had dysfunctional relationships with these criteria (negative relationships with job satisfaction and organizational commitment and positive relationships with turnover intentions, turnover, and withdrawal behavior), relationships with challenge stressors were generally the opposite (positive relationships with job satisfaction and organizational commitment and negative relationships with turnover intentions and turnover). Results also suggested that the differential relationships between challenge stressors and hindrance stressors and the more distal criteria (withdrawal behavior and turnover) were due, in part, to the mediating effects of job attitudes.

Job change without changing job? Exploring job crafting in Spain

“…Particularly, an analysis of how fluctuations in work engagement are related to job crafting (Bakker and Leiter, 2010), and research into the specific relationship between the various dimensions of job crafting and work engagement (Hakanen et al, 2005;Podsakoff et al, 2007;Crawford et al, 2010;Nielsen and Abildgaard, 2012;Petrou et al, 2012).…”

Employee Maintenance: Examining Employment Relationships from the Perspective of Managerial Leaders

“…An absence of the resources necessary to adequately perform at work could lead to perceptions of role overload and role ambiguity among these employees, heightening their stress levels (Stout & Posner, 1984;Vanishree, 2014). Both perceptions of injustice and stress have been linked to counterproductive behavior (Balducci, Schaufeli, & Fraccaroli, 2011), decreased job performance (Colquitt et al, 2013;LePine, Podsakoff, & LePine, 2005), and turnover (Campbell, Perry, Maertz, Allen, & Griffeth, 2013;Podsakoff, LePine, & LePine, 2007) À criteria upon which managers' performance is likely to be evaluated (Levine, 1998). Provided these criteria are also salient in the manager's mind, perceptions that he or she is poorly managing one's group may very well bring about feelings of incompetence (Brockner & Guare, 1983) which, in turn, can threaten the manager's ego and self-esteem, giving rise to negative affective reactions (Baumeister, 1997).…”

Identifying Key Workplace Stressors Affecting Twentieth Air Force: Analyses Conducted from December 2012 Through February 2013

“…Absenteeism and turnover are sometimes described as means of withdrawing as a response to job dissatisfaction, exhaustion, burnout, and depression (Maslach, Schaufeli, and Leiter, 2001;Spector et al, 2006). A wide variety of factors can affect absenteeism and turnover, including health, psychological disorders, stress, social norms, culture, conflict with management, and individual differences (for examples of research on several of these topics, see Aldana and Pronk, 2001;Porter and Steers, 1973;and Podsakoff, LePine, and LePine, 2007). For example, family conflict (such as spousal abuse) and unhealthy activities (such as substance abuse) have also been shown to result in higher rates of absence and turnover (Mighty, 1997;McFarlin and Fals-Stewart, 2002).…”