The effects of perceived reward contingencies, recognition, and benefits equity on turnover functionality /
| Main Author: | |
|---|---|
| Other Authors: | , , |
| Format: | Thesis Book |
| Language: | English |
| Published: |
1990.
|
| Subjects: | |
| Online Access: | ProQuest, Abstract Link to OAKTrust copy |
| Abstract: | The purpose of this study was to develop a prescriptive model of functional turnover. This model incorporated variables which were hypothesized to differentially influence the withdrawal cognitions and behaviors of poor versus good performers. Four hundred and sixty-eight mental health workers completed a survey which assessed their attitudes toward a number of organizational variables. Critical variables which were measured included job and pay satisfaction, behavioral intentions to search and quit, pay for performance perceptions, perceived recognition, intrinsic satisfaction, benefits equity and labor market perceptions. Additionally, a performance appraisal measure was developed and used by designated supervisors to assess each of the employees who participated in the study. Monthly turnover data was collected over a six month time span so that associations could be made between employees' attitudes, their performance, and their turnover behavior. Results indicated support for the model. Performance, pay for performance perceptions, perceived recognition, and intrinsic satisfaction were all positively related to job satisfaction. Job satisfaction was in turn related to behavioral intentions to search and quit, while behavioral intentions were directly related to turnover behavior. Discriminant analyses provided further information as to which variables had an impact on the functionality of those staying and those turning over. As Hollenbeck and Williams (1986) stated, when performance is related to satisfaction the result is a functional outcome for the organization (76% of this organization's turnover was functional). It is argued that perceived recognition, intrinsic satisfaction, and pay for performance perceptions may have the ability to strengthen the relationship between performance and satisfaction, thus increasing functional organizational outcomes. Organizational implications as well as implications for future research are discussed. |
|---|---|
| Item Description: | Typescript (photocopy). Vita. "Major subject: Psychology." |
| Physical Description: | xii, 158 leaves : illustrations ; 29 cm |
| Bibliography: | Includes bibliographical references. |