| Testing the Impact of Job Search and Recruitment Source on Employee Turnover in a Maquiladora |
| | Linnehan, Frank | Drexel U. | linnehf@drexel.edu | (215) 895-2122 |
| | Blau, Gary J. | Temple U. | gblau@sbm.temple.edu | 215-204-6906 |
| | Using a sample of 345 Mexican maquiladora workers, this study tested the impact of prepatory and active job search behavior scales, and U.S.
and Mexican recruitment source measures on employee turnover. Beyond controlled-for variables, active job search and U.S. recruitment
source measures were found to have significant, positive relationships to employee turnover. These findings seem partially explained by the
extended Mexican family culture and point to the conclusion that careful consideration of Mexican culture is needed to enhance the successful
growth of international firms in Mexico. |
| | Keywords: job search; maquiladora; recruitment |
| Work Experience and Opportunities: Turnover Decisions Among Medical Employees in Isreal |
| | Mano-Negrin, Rita | Haifa University | rsso155@haifa.uvm.ac.il | none |
| | Kirschenbaum, Alan | Technion, Israel Institute of Technology | avik@techunix.technion.ac.il | none |
| | A retrospective analysis of turnover behavior among medical personnel in Isreal is conceptualized as the outcome of a two-fold time dimension effect: (a) previous work experiences reflecting duration spent in past organizational/occupational positions and b) present evaluation of alternative employment positions. Four medical occupational groups from 8 medical institutionslocated in seven geographic areas in Isreal, and a follow-up sample of 80 voluntary employee withdraws was used to demonstrate that variations in past work-event history and present occupational organizational opportunities generate occupational level differences in employees' opportunities preceding actual turnover behavior. |
| | Keywords: health organizations; career opportunities; turnover |
| Person-Organization Fit: The Match Between Newcomers' and Recruiters' Preferences For Organizational Cultures |
| | Van Vianen, Annelies Elizabeth | Amsterdam university | ao_vianen@macmail.psy.uva.nl | (+31)205256856 |
| | This study examined the effects of three measures of fit on newcomers’ commitment and turnover intentions. Newcomers preferences for organizational cultures were compared with their perceptions of existing organizational culture (subjective P-O fit), with their recruiters’ perceptions of organizational culture (objective P-O fit) and with recruiters’ preferences for organizational culture (P-P fit). Culture preferences and supplies concerned four dimensions of organizational culture: Human relations, rational goal, regulation and innovation. Results revealed that both newcomers’ perceptions of organizational culture and P-P fit with their supervisor were related to organizational commitment and turnover intentions. Fit between newcomers’ and supervisor’s preferences for the human relations dimension of organizational culture accounted for a substantial part of the variance in commitment and turnover intentions.
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| | Keywords: Person-Organization Fit; Culture Preferences; Newcomers |
| The Retention of Employees: The Role of Organizational Embeddedness |
| | Mitchell, Terence R. | U. of Washington | trm@u.washington.edu | (206)-543-6779 |
| | Holtom, Brooks C. | U. of Washington | holtomb@u.washington.edu | (206) 484-0725 |
| | Lee, Thomas W. | U. of Washington | orcas@u.washington.edu | 206-543-4389 |
| | Erez, Miriam | Technion, Israel Institute of Technology | merez@ie.technion.ac.il | 972-4-294461 |
| | Sablynski, Chris J. | U. of Washington | chrissab@u.washington.edu | (206) 543-4367 |
| | This paper introduces a new construct, called organizational embeddedness, which we believe is a key factor in understanding why people stay in their jobs. There are some important aspects of this construct that differentiate it from constructs such as job satisfaction, job involvement and organizational commitment. In particular, organizational embeddedness is broader in its focus. It includes work and non-work aspects. We conceptualize organizational embeddedness as having three distinct dimensions--links, fit, and sacrifice. In measuring this new construct, we tried to capture the extent to which a person had links to other people or activities, the extent to which the job and organization fit with other aspects in the person’s life space and the ease with which links could be broken--what the person would sacrifice, or give up, if he or she left. Using two, large independent samples, we found empirical support for the theorized factor structure of organizational embeddedness and its ability to predict intention to leave. Importantly, we also found embeddedness adds substantial information to our understanding of employee retention over and above that contributed by job satisfaction, job involvement, or organizational commitment. In sum, we believe that by considering more comprehensively the work and non-work factors that influence a person’s decision to remain in an organization, organizational embeddedness may be instructive to professionals trying to manage employee retention in an increasingly pluralistic world. |
| | Keywords: retention; turnover |