The moderating effects of employee tenure on the relation between organizational commitment and job performance: A meta-analysis.

Abstract

This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 19741 vs. other). The implications and future research directions of these results are discussed.

Organizational Safety Climate and Work Experience

“…However, other researchers have found that longevity at the workplace does not necessarily bring loyalty, commitment and indicate job satisfaction (e.g., Wright and Bonett [25] and Kass, Vodanovich and Callender [29]). Kass et al found a positive association between job dissatisfaction, boredom, and organizational tenure; they argued that longevity was due to workers being tied to their workplaces and lacking suitable job alternatives [29].…”

“…Much of the theoretical and empirical research has investigated the association between organizational tenure and job satisfaction, and the conclusions drawn have been deduced from the affective organizational attachment that develops with tenure (e.g., Ambrose and Cropanzano [24] and Wright and Bonett [25]). Through this link, work experience has been found to be a strong predictor of job satisfaction (e.g., Trevor [26] and Carsten and Spector [27]).…”

Career adaptability and perceived overqualification: Testing a dual-path model among Chinese human resource management professionals

“…As employees with lower organizational tenure are less familiar with the organization, they often enjoy a "honeymoon period" and tend to be more curious and enthusiastic about the new work environments (Helmreich, Sawin, & Carsrud, 1986;Wright & Bonett, 2002;Huang, Shi, Zhang, & Cheung, 2006). However, for employees with higher organizational tenure, as they have already got familiar with the responsibilities and tasks in their organizations, if they are not delegated to important tasks, they will be more likely to feel overqualified for their work.…”

Antecedentes de expectativas de carreira na organização

“…Com efeito, na literatura de carreira e de comportamento organizacional, tempo de organização pode ser aferido como variável métrica em anos (Gibson & Lawrence, 2010) ou como variável não métrica que indica a fase da carreira na atual organização (Cohen, 1991;Jans, 1989;Ng & Feldman, 2011;Wright & Bonett, 2002). No último caso, as fronteiras que balizam os estágios variam entre as pesquisas, porém, o uso de intervalos de cinco anos está entre as opções mais frequentes (Ng & Feldman, 2011;Wright & Bonett, 2002).…”

“…No último caso, as fronteiras que balizam os estágios variam entre as pesquisas, porém, o uso de intervalos de cinco anos está entre as opções mais frequentes (Ng & Feldman, 2011;Wright & Bonett, 2002).…”