The impact of job performance on employee turnover intentions and the voluntary turnover process

Abstract

Purpose -The purpose of this paper is to estimate the strength of the relationship between job performance and intentions to quit (ITQ), identify moderators to this relationship, and calculate the direct and indirect effects that job performance has on ITQ and turnover. Design/methodology/approach -Data from 65 studies (n ¼ 17,918) were meta-analyzed to estimate the performance-ITQ relationship. This overall sample was separated into subgroups for moderator analyses. Meta-analytic path analysis was used to test the hypothesized model of turnover. Findings -Supervisor ratings of performance had the strongest relationship with ITQ (r ¼ 2 0.16), followed by self-ratings (r ¼ 20.14), and objective measures (r ¼ 2 0.02). Employee nationality and job type also acted as moderators. Poor performers are more likely to quit even after controlling for job satisfaction and turnover intentions, indicating that they are more apt to engage in unplanned quitting. Good performers were slightly more likely to intend to quit after controlling for job satisfaction. Research limitations/implications -Limitations on the number and type of studies available prevented a test of how performance level acts as a moderator to the job performance-turnover relationship and may cause some of the moderator analyses to be unstable. Practical implications -The findings provide for a better understanding of how employees' job performance affects their turnover decisions and how organizations can control turnover. Originality/value -This is the first meta-analysis to estimate the relationship between performance and ITQ and to test a meta-analytic path model of the job performance-job satisfaction-ITQ-turnover relationships.

Employee’s Job Performance: The Effect of Attitude toward Works, Organizational Commitment, and Job Satisfaction

“…This results were in line with some studies which conducted by Iaffaldano and Muchinsky [22], Yi [59], Chen and Colin [11], Zimmerman and Todd [61], Lee et al [28], and Judge et al [23]. This relationship was much stronger than the corrected correlation of 0.170 found by Iaffaldano and Muchinsky [22] or 0.300 found by Judge et al [23].…”

“…This relationship was much stronger than the corrected correlation of 0.170 found in an earlier meta-analysis by Iaffaldano and Muchinsky [22] and will likely stimulate a renewed interest in the study of the satisfaction-performance relationship. Beside Judge et al [23], as cited by Dizgah et al [14], Yi [59], Chen and Colin [11], Zimmerman and Todd [61], and Lee, et al [28] were also some of the researcher that supported a positive relation between job satisfaction and job performance. Based on the above, this study predicts:…”

The Impact of Perceived Leadership Style on Performance Appraisal Satisfaction and Organizational Diagnosis in terms of Turnover Intention

“…By this way, employees will be able to express their opinions and feelings about the appraisal system and potential issues can be prevented before adverse outcomes. We believe that this will also reduce employees' intentions to quit their jobs since a quality practice of performance appraisal with an open communication channel results in greater motivation and better performance (Zimmerman, 2009). As a result, employees who are satisfied with the appraisal system will want to keep their employment (Benson et al, 2010), leading to a low rate of turnover.…”

Anteseden Employee Turnover

“…Sedangkan penelitian yang dilakukan (Zimmerman & Darnold, 2009) menegaskan bahwa ketika seorang karyawan merasa bahwa kinerja mereka kurang baik, maka kecenderungan mereka untuk keluar dari perusahaan menjadi lebih besar, sebaliknya ketika karyawan merasa kinerja nya baik maka kepuasan kerjanya meningkat dan mengurangi keinginannya untuk keluar.…”