Job attitudes and work values.

Schleicher, Deidra J.; Hansen, S. Duane; Fox, Kevin E.

doi:10.1037/12171-004

Cited by 73 publications

(66 citation statements)

References 169 publications

(305 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Job satisfaction is defined as a positive evaluation of one's job that results from perceiving that one's actual job outcomes are commensurate with the outcomes one desires (Schleicher, Hansen and Fox, 2010). Job satisfaction has long been viewed as a causal factor that promotes intentions to stay with the organization because it is a pleasant psychological state; the individual feels content with the work that they do and the job role they perform (Locke, 1976).…”

Section: Job Satisfactionmentioning

confidence: 99%

The relationship between perceived training and development and employee retention: the mediating role of work attitudes

Fletcher

Alfes

Robinson

2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

The relationship between perceived training and development and employee retention: the mediating role of work attitudes This paper considers how utilizing a model of job-related affect can be used to explain the processes through which perceived training and development influence employee retention. We applied Russell's model of core affect to categorize four different forms of work attitude, and positioned these as mediators of the relationship between perceived training and development and intention to stay.Using data from 1,191 employees across seven organizations, multilevel analyses found that job satisfaction, employee engagement, and change-related anxiety were significantly associated with intention to stay, and were mediators of the relationship between perceived training and development and intention to stay.Contrary to our hypotheses, emotional exhaustion was not significantly associated with intention to stay nor acted as a mediator when the other attitudes were included. These findings show the usefulness of Russell's model of core affect in explaining the link between training and development and employee retention.Moreover, it suggests that studies examining employee retention should include a wider range of work attitudes that highlight pleasant forms of affect that induce motivational rather than impairment prevention effects.Keywords: employee retention, perceived training and development, job-related affect, multilevel analysis, work attitudes IntroductionTraining and development (T&D) is a systematic approach to developing and enhancing employee skills, abilities and knowledge for the purpose of increasing organizational effectiveness (Aguinus and Kraiger, 2009). As an overarching HR practice it is often considered, and evidenced, to be a broad collection of activities that refer to continual learning and development of general job-and career-related skills (e.g. Boon, den Hartog, Boselie, and Paauwe, 2011). Previous research demonstrates that perceived T&D is associated with higher levels of retention 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 More recently, researchers have become interested in understanding the exact mechanisms that underlie this relationship (e.g. Koster, de Grip and Fourage, 2011). For example, Koster et al (2011) demonstrated that job satisfaction partially mediated the relationship between perceived support in employee development and intention to quit.In contrast, Dysvik and Kuvaas (2008) showed that intrinsic motivation partially mediated the relationship between perceived T&D and turnover intention.While these studies have enhanced our understanding of how T&D is related to retention, exploring mediators individually is problematic for two reasons. Firstly, it encourages researchers to add potential mediators into the literature with little consideration of how they are differentia...

show abstract

Section: Job Satisfactionmentioning

confidence: 99%

The relationship between perceived training and development and employee retention: the mediating role of work attitudes

Fletcher

Alfes

Robinson

2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…The findings by Schleicher, et al (2010) are intriguing with regard to an employee's calling work orientation because altruism has been described as an attitude or worldview that corresponds with the prosocial motivation.…”

Section: Calling As An Attitudementioning

confidence: 99%

“…In an extensive review of organizational commitment literature, correlations and antecedents, Schleicher, Hansen, and Fox (2010) found that altruism was moderately related to commitment (ρ = .20). The findings by Schleicher, et al (2010) are intriguing with regard to an employee's calling work orientation because altruism has been described as an attitude or worldview that corresponds with the prosocial motivation.…”

Section: Calling As An Attitudementioning

confidence: 99%

“…Continuous commitment is primarily a cognitive process of evaluating one's working conditions rather than an emotional state. This type of organizational commitment exists when the negative outcomes of leaving the organization (i.e., voluntary turnover) outweigh the benefits of finding alternative employment (Schleicher, Hansen, & Fox, 2010). The third factor of organizational commitment, the normative type, is characterized by a self-imposed sense of moral obligation to the organization, perhaps because of perceived organizational support or investments (Meyer & Allen, 1991).…”

Section: Calling As An Attitudementioning

confidence: 99%

“…Although altruism and commitment are related according to the thorough review of literature (Schleicher et al, 2010), the two constructs are conceptually distinct. In fact, the limited research examining both commitment and calling has found a strong link to current and future career commitment (Bunderson & Thompson, 2009;Duffy & Sedlacek, 2007;Steger et al, 2010).…”

Section: Calling As An Attitudementioning

confidence: 99%

See 2 more Smart Citations