Employee Absenteeism, Organizational Commitment, and Job Satisfaction: Another Look

Sagie, Abraham

doi:10.1006/jvbe.1997.1581

Cited by 195 publications

(230 citation statements)

References 40 publications

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“…If one attitude is low, the other one will have -relatively -maximum influence on turnover intentions. Sagie (1998) showed that organizational commitment predicted voluntary absence from work best if job satisfaction was low. Similarly, one would expect commitment to affect turnover more strongly if job satisfaction is low; however, this should only hold for push-motivated turnover, whereas for pull-motivated turnover, no prediction by job satisfaction, commitment, or their interaction can be expected at all.…”

Section: Discussionmentioning

confidence: 99%

Push and Pull Motivations for Quitting

Semmer

Baillod

Berset

et al. 2014

Zeitschrift für Arbeits- und Organisationspsychologie A&O

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Abstract. We report a new analysis of data from a multi-year study, some of which were previously published in the current journal. A longitudinal sample of 380 computer specialists was followed over two years, yielding three measures each of job satisfaction, organizational commitment, and turnover intentions, as well as actual turnover, and reasons for leaving, at Times 2 and 3. Career paths were more diverse than the classical distinction between stayers and leavers implies. Furthermore, although the largest single group of leavers cited "push" reasons, conforming to the classical withdrawal model, a sizable number were attracted to another job ("pull motivation"). In a three-wave structural equation model, job (dis)satisfaction predicted turnover, while organizational commitment exerted its influence only via its association with job satisfaction. As expected, however, attitudes predicted turnover only for participants with push motivation. Quitting, in turn, predicted an improvement in both satisfaction and commitment, indicating that it paid off for the individual. The necessity to study consequences of turnover and to distinguish between different subgroups of stayers and leavers is emphasized. Key words: turnover, job satisfaction, commitment, intention to quit, turnover motivation Push und Pull Motivation der Fluktuation: Eine Längsschnittanalyse der Antezedenzen und Folgen des Stellenwechsels über drei MesswellenZusammenfassung. Arbeitsunzufriedenheit und geringe organisationale Verbundenheit sind als Prädiktoren der Fluktuationsabsicht und des Stellenwechsels gut etabliert. Diese Vorhersage sollte aber vor allem auf Personen zutreffen, die ihre Stelle wechseln möchten, weil sie nicht zufrieden sind ("push" -motivierte Fluktuation). Hingegen sollten Arbeitszufriedenheit und organisationale Verbundenheit nicht die Stellenwechsel derjenigen vorhersagen, die mit ihrer jetzigen Tätigkeit zufrieden sind und mit dem Wechsel ein verlockendes und herausforderndes Ziel verfolgen ("pull" -motivierte Fluktuation). Dass Arbeitszufriedenheit und organisationale Verbundenheit Fluktuation nur bei Push-Motivation vorhersagen, stellt unsere zentrale Hypothese dar. Zudem gingen wir davon aus, dass dem Stellenwechsel ein Anstieg der Arbeitszufriedenheit und organisationalen Verbundenheit folgt, und zwar unabhängig von der Fluktuationsmotivation. Ü ber einen Zeitraum von zwei Jahren wurden diese Annahmen über jährliche Befragungen (drei Messzeitpunkte) geprüft, wobei alleauch diejenigen, die die Stelle gewechselt hatten -einbezogen wurden. 380 IT Spezialisten machten Angaben zu Arbeitszufriedenheit, organisationaler Verbundenheit und Fluktuationsabsicht zu allen drei Messzeitpunkten sowie zur tatsächlichen Fluktuation und zur Fluktuationsmotivation nach dem ersten und zweiten Jahr (Messzeitpunkte 2 und 3). Die erhobenen Daten -die teilweise bereits in der ZAO publiziert wurden -wurden in einem longitudinalen Strukturgleichungsmodell reanalysiert. Die Ergebnisse zeigten, dass die klassische Unterscheidung zwischen Wechseln...

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Section: Discussionmentioning

confidence: 99%

Push and Pull Motivations for Quitting

Semmer

Baillod

Berset

et al. 2014

Zeitschrift für Arbeits- und Organisationspsychologie A&O

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“…According to Sagie (1998) "workers who are strongly committed to the organization or highly satisfied with their jobs show up at work more than those with weak commitment and low satisfaction". High level of absenteeism is indicative of employee discontent.…”

Section: Discussionmentioning

confidence: 99%

Absence from Work: A Study of Teacher Absenteeism in Selected Public Primary Schools in Uyo, Nigeria

Ejere¹

2010

IJBM

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Based on a field study of two hundred primary school teachers in the Nigerian City of Uyo in Akwa Ibom State, the relationships between absenteeism and job satisfaction, meaningfulness of work, and job stress respectively were explored. The research results showed that significant relationships exist between the dependent variable (absenteeism) and the respective independent variables (job satisfaction, meaningfulness of work and job stress). The study therefore concludes that job satisfactions, meaningfulness of work and job stress are major determinants of teacher absenteeism in Nigerian public primary schools. Some strategies to reduce teacher absenteeism were then suggested.

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“…However, the existence of a greater or lesser number of followers depends on their perception of the actions performed by their leaders. The ability of leaders is to mobilize and influence their followers to act consistently with motivation and dedication in order to achieve the established objectives [28]. The leaders have the role to instill principles and responsibilities that motivate their followers to work with interest [31].…”

Section: Literature Reviewmentioning

confidence: 99%

“…The conflict between roles (home and work) is negatively correlated with job satisfaction, career satisfaction, and positively with increased stress, depression and physical illness [16]; [28]. To improve the balance between the professional and personal tasks of workers, some companies offer a range of benefits.…”

Section: Literature Reviewmentioning

confidence: 99%