1、外文翻譯-員工離職意向和自愿離職的過程對工作績效的影響 本科畢業(yè)論文（設(shè)計）外文翻譯外文題目 The impact of job performance on employee turnover intentions and the voluntary turnover process外文出處 Darnold.Personnel Review Vol. 38 No.2，2009p. 142-158 外文作者 Ryan D. Zimmerman，Todd C 原文： The impact of job performance on employee turnover intentions and

2、 the voluntary turnover processRyan D. Zimmerman，Todd CIntentions to quitUntil the mid to late 1970s, most attitude-based turnover models posited direct links between employee attitudes, such as job satisfaction, and the act of quitting Brayfield and Crockett, 1955; Vroom, 1964 . However, organizati

3、onal researchers typically found only modest relationships between these attitudinal variables and voluntary turnover. In his 1976 review of the nature and consequences of job satisfaction, Locke 1976 noted that correlations between job satisfaction and voluntary turnover were often found to be mode

4、rate at best. In contrast, in reviewing the turnover and absenteeism literature, Porter and Steers 1973 suggested that a greater emphasis should be placed on understanding the turnover decision process. Specifically, they suggested that“intent to leave” is a likely mediator to the attitude-behavior

5、relationship and represents the last step prior to quitting. In 1975, Fishbein and Ajzen provided a theoretical basis for focusing on behavioral intentions. Their theory of attitudes postulates that “the best single predictor on an individuals behavior will be a measure of his intention to perform t

6、hat behavior” Fishbein and Ajzen, 1975, p. 369 . Finally,Mobley 1977 hypothesized a model of the intermediate linkages between job satisfaction and voluntary turnover, which outlined several cognitive decisions made by an employee between experiencing job dissatisfaction and leaving the organization

7、. These steps include thinking of quitting, evaluation of the expected utility of searching for a new job and the cost of quitting, intention to search, searching for alternatives, evaluation of alternatives, comparison of alternatives with the current job, and intent to quit. One important question

8、 that Mobleys 1977 model raised was whether all of the decisions made in the model had substantive validity. Several primary studies conducted to test Mobleys model found that many of the model linkages were not significant, had small effects, or had signs that opposed the predicted relationship et

9、al., 1984; Miller et al., 1979 . Utilizing meta-analytic results in their test of a structural model of turnover, Hom et al. 1992 found that within a model that included thoughts of quitting, search intention, and intent to quit as mediators in the job satisfaction-voluntary turnover relationship, o

10、nly intent to quit fully mediated the satisfaction-turnover relationship. Further, in their meta-analytic path analysis, Tett and Meyer 1993 determined that the best fitting turnover model had turnover intentions as fully mediating the relationship between job satisfaction and voluntary turnover. As

11、 shown by these empirical results, while there are multiple turnover cognitions relevant to turnover, their usefulness over and above intentions to quit is problematic. Unfortunately, the authors of neither meta-analytic path analysis chose to include job performance in their model. Because of this,

12、 how employees performance affects the voluntary turnover process is unclear.Job performance and turnover intentions and behaviorsJob performance is likely to impact voluntary turnover indirectly through intentions to quit, as well as have direct effects on voluntary turnover. This direct effect on

13、voluntary turnover manifests itself as unplanned quitting. Based on Lee and Mitchells 1994 unfolding model of turnover, employees may respond to “shocks” in the work environment that cause them to think of quitting their jobs. Specifically, Allen and Griffeth 1999 note that such shocks could happen

14、when employees receive negative feedback during informal performance feedback or during their formal performance appraisals, which could lead to intentions to quit or immediate quitting. Further, based on expectancy theory Vroom, 1964 , negative job performance appraisals may signal to employees tha

15、t they are unlikely to receive valued outcomes from the organization e.g. pay raises or promotions or that they may be fired. These undesirable outcomes may lead them to cogitate as to whether to leave their organizations rather than face unpleasant and potentially psychological harmful circumstance

16、s. Finally, as noted by Hom and Griffeth 1995 , in order to allow poor performing employees to “save face” or to avoid negative consequences of terminating employees e.g. lawsuits or unemployment compensation , organizations sometimes “encourage” such employees to quit, rather than firing them. This

17、 circumstance could yield a direct impact on turnover intentions and/or turnover decisions.H1. Job performance has a negative relationship with intentions to quit.H2. Intentions to quit partially mediates the relationship between job performance and voluntary turnover.Mediating role of job satisfact

18、ionWithin the turnover model, job satisfaction will likely partially mediate the jobperformance-intent to quit relationship. This belief is grounded in expectancy theory,which states that high performance leads to greater rewards both extrinsic and intrinsic which in turn increases job satisfaction

19、Lawler and Porter, 1967 . Considerable research has shown a moderate relationship between job performance and job satisfaction r 0.30, k 312, n 54,417, Judge et al., 2001 , with a handful of studies finding support for a causal relationship in which job performance impacts job satisfaction e.g. Sieg

20、el and Bowen, 1971; Stumpf and Hartman, 1984 . Job satisfaction likely influences turnover intentions and behaviors based on Fishbein and Ajzens 1975 attitudes-intentions-behaviors model. Attitudes toward the job impact the beliefs about the consequences or utility of leaving the organization which

21、ultimately leads to actual turnover behaviors. In one of the earliest expositions on job satisfaction, Hoppock 1935, p. 5 stated that “Whether or not one finds his employment sufficiently satisfactory to continue in it . . . is a matter of the first importance to employer and employee.”. As such, or

22、ganizational researchers place job satisfaction as an important antecedent in the turnover process. In fact, almost all theoretical turnover models contain the relationship between job satisfaction, intent to quit, and actual turnover behaviors at their core. Empirically, job satisfaction has been f

23、ound to be an important predictor of both turnover intentions r 20.49, Hom et al., 1992; r 20.58, Tett and Meyer, 1993 , as well as turnover itself r 20.22, Griffeth et al., 2000; r 20.25, Tett and Meyer, 1993 . Prior path analyses have shown that intent to quit fully mediates the relationship betwe

24、en job satisfaction and turnover Hom et al., 1992; Tett and Meyer, 1993 . Because of this theoretical and empirical evidence, job satisfaction is expected to be a mediator between job performance and turnover intentions and behaviors. However, as discussed previously, because feedback regarding poor

25、 job performance may induce employees to impulsively leave or plan to leave their employers, job satisfaction is likely to only partially mediate the effect of job performance on turnover intentions and behaviors.H3. Job satisfaction partially mediates the relationship between job performance and in

26、tent to quit.The current studyThis study makes two important contributions to the turnover literature. First, this study is the first to calculate a true score estimate of the relationship between job performance and intent to quit. Second, this study uses meta-analytic estimates to test a theoretic

27、al model whereby the relationship between job performance and turnover is partially mediated by both job satisfaction and intent to quit see Figure 1 . In addition, two competing models are tested and compared to the hypothesized partial mediation model. These alternative models allow us to test whe

28、ther job performance impacts turnover intentions and behaviors regardless of how satisfied employees are with their jobs, or if all of the effects of performance on intent to quit and turnover are fully mediated. The first alternative model posits no direct effect from job performance to intent to q

29、uit. The second alternative model is a full mediation model with no direct effects from job performance to intent to quit or actual turnover behaviors. The results of this study will allow researchers to better understand how employees job performance affects job satisfaction, intent to quit, and vo

30、luntary turnover.DiscussionThe purpose of this study was to provide a meta-analytic estimate of the relationship between job performance and intent to quit, as well as to test a theoretical model explaining how job performance affects employees job satisfaction, intentions to quit, and turnover deci

31、sions. The results of this study suggest that the relationship between performance and intent to quit is both negative and modest. Further, the results suggest that there are excluded variables that moderate the magnitude of the relationship. Only the relationship between objective ratings of perfor

32、mance and intent to quit was homogenous. In addition, the results of this study indicate that job performance affects turnover intentions and behaviors both directly and indirectly. The meta-analytic result that poor performers are more likely to intend to quit is consistent with other meta-analytic

33、 findings between performance and other work-related attitudes and behaviors. Poorer performers have been found to be less satisfied with their jobs Judge et al., 2001 , more likely to be absent Viswesvaran, 2002 , and more likely to leave the organization Griffeth et al., 2000 . The fact that the s

34、ource of the job performance rating moderates the overall performance-intent to quit relationship is meaningful. This finding indicates that it is the supervisors perspective of the employees job performance that matters most in affecting an employees turnover intentions, much more so than objective

35、 ratings of performance but only slightly more than self-perceptions of performance.The findings that the nationality of the employees and type of job included in the sample acted as moderators are interesting. First, it appears as if employees not based in the USA tend to have stronger reactions to

36、 performance feedback. That is, they were less likely to intend to quit compared to US workers if their supervisors regarded them as good performers. This may indicate that US workers place less weight in how their supervisors perceive their performance when considering whether or not to quit their

37、jobs. Second, salespeople, healthcare workers, and other professional-level employees were less likely to quit their jobs based on their supervisors ratings of their performance than were supervisory and entry-level employees. This implies that individuals in professional-level jobs may be more sens

38、itive to performance feedback than employees in lower-level positions. While the finding that samples using supervisory employees had weaker relationships between performance and intent to quit may first appear to contradict this finding, it is important to note that all but one of these samples was

39、 comprised of supervisors of entry-level positions e.g. retail, clerical, and manufacturing personnel . Thus it is unlikely that promotion into these “front-line” supervisory positions required significant experience or high levels of education. However, this finding should be replicated in future r

40、esearch specifically designed to test such a hypothesis.The path analysis suggests that job satisfaction and intent to quit only partially mediate the relationship between job performance and voluntary turnover. Further, the direct effect of job performance on intent to quit is positive, although mo

41、dest. Interestingly, the total indirect effect of performance on intention to quit is much larger than the direct effect total indirect effect 20.18, direct effect 0.03 ; whereas the direct effect of performance on turnover is larger than the indirect effect total indirect effect 20.06, direct effec

42、t 20.10 . Thus, although the impact of performance on intentions to quit is primarily due to decreased job satisfaction, the effect of performance on actual turnover decisions is largely direct. This implies that poorer performers tend to quit without prior intentions to do so by engaging in unplann

43、ed quitting.The finding that job performance has a stronger direct effect than indirect effect on turnover decisions raises an important question: what causes this unplanned or impulsive quitting i.e. turnover decisions not mediated through intentions to quit ? One reason for this impulsive quitting

44、 may be that employees have sharply negative reactions to receiving negative performance feedback and quit spontaneously because of these reactions Allen and Griffeth, 1999 . This unplanned quitting is also consistent with Lee and Mitchells 1994 unfolding model of turnover that theorizes that events

45、 or “shocks” that occur in the workplace cause some employees to quit without looking for alternative employment. Impulsive quitting figures prominently in many theoretical turnover models e.g. Lee and Mitchell, 1994 , but few models actually posit specific antecedents to unplanned quitting. Our fin

46、dings provide some important insight as to what causes this type of voluntary turnover.A second reason for this type of turnover could be that some poor performing employees “involuntarily” quit. This explanation would be consistent with the idea that organizations may “encourage” poor performing em

47、ployees to quit, rather than be fired, as this allows the employee to “save face” and allows the organization to minimize some of the negative implications of terminating employees, such as lawsuits and increased rates for unemployment compensation Hom and Griffeth, 1995 . Further, if organizations

48、do encourage poor performers to quit, this type of turnover would be incorrectly labeled as “voluntary” turnover. This misclassification would then act as error variance in studies seeking to explain only volitional turnover decisions and would attenuate any relationships found with a turnover crite

49、rion contaminated with turnover due to employees being forced to leave.譯文：員工離職意自愿離職的過程工作績效的影響Ryan D. Zimmerman，Todd C離職意直到20世紀(jì)70年代中后期，大多數(shù)，如員工工作滿意度，以及行為（布雷菲爾德和克羅克特，1955;弗魯姆，1964）。然而，組織研究人員這些變量之間的態(tài)度和自愿離職只有適度的關(guān)系。在他1976年和工作滿意度，洛克（1976年）指出，工作滿意度和自愿離職之間的相關(guān)性充其量是溫和的與此相反，和曠工文學(xué)，波特（1973）建議，強調(diào)理解決策過程。具體來說，他們建議，“

50、離職意向”可能調(diào)解人的態(tài)度行為，并代表了最后一步。1975年，菲斯和Ajzen提供了行為意圖為重點的理論基礎(chǔ)。他們的態(tài)度理論認為“對一個人的行為的最好預(yù)測將是他執(zhí)行該行為的意圖”（菲斯和Ajzen，1975，369頁）。最后，莫布里（1977）假設(shè)一個工作滿意度和自愿，提出了若干工作不滿的員工和離開該組織的決定中間聯(lián)系的認知模式。這些步驟包括思想，對新工作和成本，用心去搜索尋找預(yù)期效用評估，尋找替代品，替代品的評估，與當(dāng)前的工作方案并打算。莫布里的1977年提出的模型一個重要的問題是，在模型中所作出的決定是否都有實質(zhì)性的有效性。莫布里進行模型測試，該模型許多聯(lián)系不，影響，或有跡象表明預(yù)測關(guān)系（

51、坎1984; 米勒，1979年）利用在其的結(jié)構(gòu)模型測試的分析結(jié)果（1992年）發(fā)現(xiàn)，一個模型包括，打算工作滿意度自愿離職關(guān)系調(diào)解的想法，只是意圖的關(guān)系。此外，在其路徑分析，邰蒂和Meyer（1993年）確定了最佳擬合模型為全面調(diào)解工作滿意度和自愿離職離職意向之間的關(guān)系。這些經(jīng)驗表明了，有多與的認知有關(guān)，他們對以上意向是有問題的。不幸的是，分析路徑選擇包括工作表現(xiàn)的模型。由于，目前還不清楚員工的表現(xiàn)影響自愿離職過程。工作績效離職向行為工作很可能通過離職意愿間接地影響自愿離職，以及對自愿離職直接影響。這種對自愿離職的直接影響表現(xiàn)為計劃外的。基于Lee和Mitchell（1994）模式展開，員工可能

52、會“沖擊”的工作環(huán)境，使他們想到辭掉工作。具體來說，艾倫和格里菲斯（1999）指出，這種沖擊可能發(fā)生當(dāng)雇員收到負面反饋意見或在非正式表現(xiàn)他們的正式績效評估，這可能導(dǎo)致意向或立即。此外，在期望理論（弗魯姆1964年的基礎(chǔ)上，工作績效評估可能他們不可能接受組織（如加薪或促銷活動），或者他們可能會被解雇負面信號這些不良的結(jié)果可能導(dǎo)致他們深思是否離開問題，而不是面對不愉快的組織和潛在的心理的情況。最后，坎和格里菲斯（1995年）指出，為了讓表現(xiàn)欠佳員工“面子”，或避免解雇員工（如訴訟或失業(yè)補償），組織有時“鼓勵”員工辭職，而不是。這一情況可能會對離職向和決定直接影響。H1的表達。工作績效有負相關(guān)關(guān)系。H的表達離職向工作績效和自愿離職之間的關(guān)系在模型，工作滿意度很可能會部分調(diào)解工作表現(xiàn)意圖的關(guān)系。這種信念基于期望理論，其中指出，帶來更大的回報（包括外在和內(nèi)在）又增加工作滿意度（勞勒和波特，1967）。相當(dāng)多的研究發(fā)現(xiàn)，工作績效和工作滿意度適中的關(guān)系（R研究找到一個因果關(guān)系，即工作績效影響工作滿意度（如西格爾和鮑文，1971年支持;施通普夫和哈特曼，1984）。菲斯和Ajzen（1975）的基礎(chǔ)態(tài)度，意圖行為工作滿意度可能影響離職意向。工作態(tài)度影響離開組織導(dǎo)致實際行為效用的信仰。在對工作的滿意度論述，Hoppock（1935年，第5頁）指出