Exploring civic virtue and turnover intention during organizational changes

Bellou, Victoria

doi:10.1016/j.jbusres.2007.09.001

Cited by 36 publications

(42 citation statements)

References 107 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The results also imply that employees’ reduced identification with the newly merged organization can be an important conduit for some of the effects of relative deprivation on turnover intention. By contributing to our understanding of the mechanisms through which employees’ feelings of relative deprivation lead to turnover intention in an M&A context, these results corroborate and extend previous research, which has noted that employee withdrawal is a common reaction to unfair treatment in an employment relationship (Bellou, ; Rousseau, ).…”

Section: Discussionsupporting

confidence: 86%

How Does Relative Deprivation Influence Employee Intention to Leave a Merged Company? The Role of Organizational Identification

Cho

Lee

Kim

2014

Human Resource Management

View full text Add to dashboard Cite

Recognizing the importance of postmerger integration from a human resource management perspective, this study explores the relationship between employee perceptions of relative deprivation during a merger and acquisition (M&A) process and their turnover intentions. Drawing on social identity theory, we investigate whether the relationship between relative deprivation and turnover intention can be mediated by employee organizational identification. The results, based on a two‐phase survey of 222 employees in a merged Korean company, show that egoistic relative deprivation, defined as people's feelings of deprivation due to their dissatisfaction with their position as an individual, predicts employee turnover intention. Moreover, employee identification with the postmerger organization was found to fully mediate the relationship between egoistic relative deprivation and turnover intention. The article concludes with theoretical contributions, practical implications, and future research directions. © 2014 Wiley Periodicals, Inc.

show abstract

Section: Discussionsupporting

confidence: 86%

How Does Relative Deprivation Influence Employee Intention to Leave a Merged Company? The Role of Organizational Identification

Cho

Lee

Kim

2014

Human Resource Management

View full text Add to dashboard Cite

show abstract

“…The psychological contract is influenced by the organization's communications about change and whether it wishes a long-term or short-term relationship with an individual (Shore and Tetrick 1994). Communication which emphasizes the long-term relationship reduces uncertainty, allows managers to feel informed and involved, increases sense of control, and prevents relational contract breaches (Bellou 2008;Bordia et al 2004). Adequate communication of change is also associated with more relational psychological contracts (Lester, Kickul and Bergman 2007).…”

Section: Discussionmentioning

confidence: 99%

“…Change, particularly hard change such as cost-cutting, delayering and redundancy, may be associated with negative outcomes. This is the proposition of psychological contract theory (Bellou 2008;Guest 2004;Rousseau 1995), which we believe is a useful tool for understanding and managing change. The psychological contract is an implicit perception of mutual obligations, or reciprocity, between employee (in our case, manager) and employer.…”

mentioning

confidence: 96%

Managers' well-being and perceptions of organizational change in the UK and Australia

Lindorff

Worrall

Cooper

2011

Asia Pacific Journal of Human Resources

View full text Add to dashboard Cite

This paper examines the well‐being and perceptions of organizational change of 1560 UK and 1414 Australian managers using the frame of psychological contract theory. We hypothesize change, particularly hard change which includes cost‐cutting, redundancies and delayering, has the potential to breach relational psychological contracts, thus causing reduced well‐being for managers, reduced employee job security and loyalty, and competence loss, reduced effectiveness, profitability and performance for organizations. The results support these hypotheses, and demonstrate all change is difficult, but hard change is most detrimental. Directors are more positive than lower level managers about their job and organization, and are more positive about change. Negative effects of change are strongest in the public sector and Australian managers are more satisfied than UK managers with their job and the organization they work within. The role of the psychological contract, and implications for human resources, are considered.

show abstract

“…An individual's turnover intention is dependent on perceived chances and the ease of finding another job (especially in tough economic conditions), the role of mobility cognitions, as well as individual differences in search behaviour. Alternative employment opportunities therefore influence actual labour turnover behaviour (Agarwal et al, 2007;Akgün & Lynn, 2002;Allen & Meyer, 1996;Bellou, 2008;Boies & Rothstein, 2002;Brown, 1996;Carmeli & Gefen, 2005;Chen, Chu, Wang & Lin, 2008;Jaros et al, 1993;Lee & Mitchell, 1994;Martin & Roodt, 2008;Mobley, 1982;Senter & Martin, 2007;Wheeler, Gallagher, Brouer & Sablynski, 2007). Bothma (2011) concluded that the turnover phenomenon has significant cost and other negative consequences for any organisation (Bluedorn, 1982;Greyling & Stanz, 2010;Mobley, 1982).…”

Section: Theoretical Models That Explain Turnover Intentionsmentioning

confidence: 99%

The validation of the turnover intention scale

Bothma

Roodt

2013

SA j. hum. resour. manag.

282

213

View full text Add to dashboard Cite

Orientation: Turnover intention as a construct has attracted increased research attention in the recent past, but there are seemingly not many valid and reliable scales around to measure turnover intention.Research purpose: This study focused on the validation of a shortened, six-item version of the turnover intention scale (TIS-6).Motivation for the study: The research question of whether the TIS-6 is a reliable and a valid scale for measuring turnover intention and for predicting actual turnover was addressed in this study. Research design, approach and method:The study was based on a census-based sample (n = 2429) of employees in an information, communication and technology (ICT) sector company (N = 23 134) where the TIS-6 was used as one of the criterion variables. The leavers (those who left the company) in this sample were compared with the stayers (those who remained in the employ of the company) in this sample in respect of different variables used in the study. Main findings:It was established that the TIS-6 could measure turnover intentions reliably (α = 0.80). The TIS-6 could significantly distinguish between leavers and stayers (actual turnover), thereby confirming its criterion-predictive validity. The scale also established statistically significant differences between leavers and stayers in respect of a number of the remaining theoretical variables used in the study, thereby also confirming its differential validity. These comparisons were conducted for both the 4-month and the 4-year period after the survey was conducted.Practical/managerial implications: Turnover intention is related to a number of variables in the study which necessitates a reappraisal and a reconceptualisation of existing turnover intention models. Contribution/value-add:The TIS-6 can be used as a reliable and valid scale to assess turnover intentions and can therefore be used in research to validly and reliably assess turnover intentions or to predict actual turnover.

show abstract

Exploring civic virtue and turnover intention during organizational changes

Cited by 36 publications

References 107 publications

How Does Relative Deprivation Influence Employee Intention to Leave a Merged Company? The Role of Organizational Identification

How Does Relative Deprivation Influence Employee Intention to Leave a Merged Company? The Role of Organizational Identification

Managers' well-being and perceptions of organizational change in the UK and Australia

The validation of the turnover intention scale

Contact Info

Product

Resources

About