Goal orientation and organizational commitment as explanatory factors of employees' mobility

Abstract

Purpose -To provide a further examination into the explanatory factors of employees' mobility for organizations wishing to improve performance by keeping right employees judging from their goal orientation and organizational commitment. Design/methodology/approach -The multivariate statistical methods (MANOVA) together with a longitudinal design are used to test the hypotheses generated from the theory with data gathered from two Taiwan-based financial institutions. Findings -Suggests that those who quit for what they perceive as upwardly mobile career moves and those who enjoy in-house promotions both demonstrate a greater degree of positive learning goal orientation than their colleagues who remain stationary in long-term positions with the same firm. Makes note of the inability of performance goal orientation and organizational commitment to explain employee mobility behaviors. Research limitations/implications -Generalizability is limited due to the concentration of this longitudinal-design study on two institutions of a single industry in Taiwan. Practical implications -Provides a positive advice for organizations to create mechanisms and environment that can engage learning-oriented employees as meaningful contributors in principal challenges and to use learning experiences to revitalize them and deepen their commitment. Originality/value -This paper clarifies the influence of goal orientation and organizational commitment upon employees' mobility and identifies their relationship with findings suggesting a direct link between positive learning goal orientation and positive job performance.

Achieving success at work: development and validation of the Motivational Climate at Work Questionnaire (MCWQ)

“…Therefore, future research should focus on the relationship between the motivational climate, goal orientation, and employee turnover intention (Hom, Caranikas-Walker, Prussia, & Griffith, 1992). Instead of quitting a job to seek out greater challenges (Lin & Chang, 2005), mastery-oriented individuals might consider staying because of the employee benefits of a mastery climate for improving their work life quality.…”

Goal Orientation and Innovative Performance: The Mediating Roles of Knowledge Sharing and Perceived Autonomy

“…In a similar vein, Steele-Johnson, Heintz, and Miller (2008) showed that, relative to those with no LGO, people with LGO tended to perceive tasks as more challenging and showed better performance when they possessed the necessary cognitive ability. Lin and Chang (2005) found that learning-oriented employees in sales departments were more likely to receive a promotion because they accumulated experiential knowledge and demonstrated better capability and performance. Payne, Youngcourt, and Beaubien (2007) conducted a meta-analysis and found that the effects of goal orientations on performance may vary across different task types, necessitating the differentiation of performance outcomes.…”

“…In a similar vein, Steele‐Johnson, Heintz, and Miller () showed that, relative to those with no LGO, people with LGO tended to perceive tasks as more challenging and showed better performance when they possessed the necessary cognitive ability. Lin and Chang () found that learning‐oriented employees in sales departments were more likely to receive a promotion because they accumulated experiential knowledge and demonstrated better capability and performance.…”

Exploring the relative and combined influence of mastery‐approach goals and work intrinsic motivation on employee turnover intention

“…levels of employee turnover may impede the quality, consistency and stability of services that organizations provide to clients and customers (Trevor and Nyberg 2008) and in turn increased client dissatisfaction with the services provided by the organization (Lin and Chang 2005).…”