The Structure of Opportunity: How Promotion Ladders Vary Within and Among Organizations

Baron, James N.; Davis-Blake, Alison; Bielby, William T.

doi:10.2307/2392790

Cited by 358 publications

(194 citation statements)

References 29 publications

Supporting

Mentioning

181

Contrasting

Unclassified

Order By: Relevance

“…Job embeddedness may be lower for females, as family obligations may cause interruptions in employment, disrupting the formation and degree of links and fit between females and the organization. Similarly, family obligations may prompt a greater percentage of females to accept part-time and temporary employment, creating a concentration of females in jobs without formal career ladders (Baron, Davis-Blake, & Bielby, 1986). Altogether, this suggests that average age and proportion of female employees will share negative and positive associations with turnover rates, respectively.…”

Section: Job Embeddedness Signalsmentioning

confidence: 99%

Causes and consequences of collective turnover: A meta-analytic review.

Heavey¹,

Holwerda²,

Hausknecht³

2013

Journal of Applied Psychology

242

319

View full text Add to dashboard Cite

Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using metaanalysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research. Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effectsize heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research.Keywords: collective turnover, organizational performance, retention, meta-analysis Cause and Consequences 3The issue of collective turnover-that is, "the aggregate levels of employee departures that occur within groups, work units, or organizations" (Hausknecht & Trevor, 2011, p. 353)-has a long history in management and applied psychology research. Discussions of organizational-level turnover rates extend back nearly a century, as seen in early work addressing "rates of departure" (Greenwood, 1919, p. 187) and the "stability of employment" (Fish, 1917, p. 162). Topical interest further formalized via several influential accounts of collective turnover's causes and consequences (March & Simon, 1958;Mobley, 1982;Price, 1977;Staw, 1980). More recently, this attention has intensified in terms of empirical studies (e.g., Batt & Colvin, 2011;Shaw, Dineen, Fang, & Vellella, 2009;Siebert & Zubanov, 2009;Trevor & Nyberg, 2008), theoretical contributions (Dess & Shaw, 20...

show abstract

Section: Job Embeddedness Signalsmentioning

confidence: 99%

Causes and consequences of collective turnover: A meta-analytic review.

Heavey¹,

Holwerda²,

Hausknecht³

2013

Journal of Applied Psychology

242

319

View full text Add to dashboard Cite

show abstract

“…Employers are no more monolithic than unions: certain employers are likely to support particular bene ts while others do not (e.g., see Baron, et al 1986). Some organizational researchers have, for example, predicted that the proportion of women-as either workers or employerslikely shapes the availability and provision of work-family bene ts.…”

Section: Literature Reviewmentioning

confidence: 99%

Unions' Responses to Family Concerns

Gerstel¹,

Clawson²

2001

Social Problems

View full text Add to dashboard Cite

“…Job-specific education is positively correlated with union membership, whereas overall general education is negatively correlated with union membership (Hundley, 1989). Job-specific training enhances the value of union membership in terms of increased wages gained through collective bargaining, whereas general education increases job mobility (Baron, Davis-Blake and Bielby, 1986;Hundley, 1989). Thus, controlling for occupational differences, more highly educated individuals were more likely to be union members (Hundley, 1988).…”

Section: Individual-level Demographic Differencesmentioning

confidence: 97%

National Culture and Union Membership

Posthuma¹

2009

View full text Add to dashboard Cite

Résumé de l'article La culture nationale et la syndicalisation : une approche culturelle et cognitive Voulant aller au-delà des perspectives normatives et régulatrices de la théorie néo-institutionnelle, cette étude se sert d'une perspective culturelle et cognitive pour étudier l'influence portée par les dimensions multiples d'une culture nationale sur la syndicalisation. Dans ce but, les structures culturelles ont été comparées en utilisant des données du World Values Survey qui ont été associés aux résultats de GLOBE et Hofstede sur la culture nationale (n = 43 867 employées, 32 pays). Des contrastes entre les résultats de GLOBE et de Hofstede ont démontré que ceux de GLOBE fournissaient de meilleurs indices et qu'ils offraient une meilleure compréhension de la relation entre la culture nationale et la syndicalisation. Ceci a résolu le paradoxe concernant l'absence d'un rapport important entre le collectivisme et la syndicalisation dans les recherches précédentes.Plus précisément, la syndicalisation a été associée de manière positive au collectivisme institutionnel, mais non pas au collectivisme en groupe. De plus, le fait que l'orientation de performance de GLOBE ait été associée de manière négative à la syndicalisation explique le rapport négatif entre la masculinité et la syndicalisation chez Hofstede dans les recherches précédentes.Par ailleurs, les recherches précédentes sur la syndicalisation ont utilisé en général soit des variables au niveau individuel (c'est-à-dire des employés), soit des variables au niveau macro (c'est-à-dire du pays) pour expliquer la syndicalisation. Des techniques statistiques développées récemment ont permis l'analyse à la fois des variables individuelles et nationales dans un modèle hiérarchique. Les résultats ont démontré que la syndicalisation était associée de manière positive au sexe (féminin), au niveau de scolarité et au collectivisme institutionnel; la syndicalisation était aussi associée, de manière négative, au travail (superviseurs et professionnels) et à l'orientation vers la performance. ,867 employees, 32 countries). Union membership was positively related to GloBE's institutional Collectivism, but not Hofstede's individualism; and was negatively related to both Performance orientation (GloBE) and Masculinity (Hofstede), suggesting that differences in culture measures may account for prior inconsistent findings. Curvilinear relationships between union membership and age (inverted U-shaped) and Uncertainty avoidance (U-shaped) suggest that Uncertainty avoidance may explain why younger and older people were less likely to be union members.

show abstract

The Structure of Opportunity: How Promotion Ladders Vary Within and Among Organizations

Cited by 358 publications

References 29 publications

Causes and consequences of collective turnover: A meta-analytic review.

Causes and consequences of collective turnover: A meta-analytic review.

Unions' Responses to Family Concerns

National Culture and Union Membership

Contact Info

Product

Resources

About