外文翻譯--員工離職意向和自愿離職的過(guò)程對(duì)工作績(jī)效的影響

1、外文翻譯-員工離職意向和自愿離職的過(guò)程對(duì)工作績(jī)效的影響本科畢業(yè)論文（設(shè)計(jì)）外文翻譯employeeturnover2009P.142-158外文題目Theimpactofjobperformanceonintentionsandthevoluntaryturnoverprocess外文出處Darnold.PersonnelReviewVol.38No.2外文作者RyanD.Zimmerman,ToddC原文:TheimpactofjobperformanceonemployeeturnoverintentionsandthevoluntaryturnoverprocessRyanD.Zimme

2、rman,ToddCIntentionstoquitUntilthemidtolate1970s,mostattitude-basedturnovermodelspositeddirectlinksbetweenemployeeattitudes,suchasjobsatisfaction,andtheactofquittingBrayfieldandCrockett,1955;Vroom,1964.However,organizationalresearcherstypicallyfoundonlymodestrelationshipsbetweentheseattitudinalvaria

3、blesandvoluntaryturnover.Inhis1976reviewofthenatureandconsequencesofjobsatisfaction,Locke1976notedthatcorrelationsbetweenjobsatisfactionandvoluntaryturnoverwereoftenfoundtobemoderateatbest.Incontrast,inreviewingtheturnoverandabsenteeismliterature,PorterandSteers1973suggestedthatagreateremphasisshoul

4、dbeplacedonunderstandingtheturnoverdecisionprocess.Specifically,theysuggestedthat“intenttoleave“isalikelymedatortotheattitude-behaviorrelationshipandrepresentsthelaststeppriortoquitting.In1975,FishbeinandAjzenprovidedatheoreticalbasisforfocusingonbehavioralintentions.Theirtheoryofattitudespostulates

5、that“thebestsinglepredictoronanindividual'sbehaviorwillbeameasureofhisintentiontoperformthatbehavior”FishbeinandAjzen,1975,p.369.Finally,Mobley1977hypothesizedamodeloftheintermediatelinkagesbetweenjobsatisfactionandvoluntaryturnover,whichoutlinedseveralcognitivedecisionsmadebyanemployeebetweenex

6、periencingjobdissatisfactionandleavingtheorganization.Thesestepsincludethinkingofquitting,evaluationoftheexpectedutilityofsearchingforanewjobandthecostofquitting,intentiontosearch,searchingforalternatives,evaluationofalternatives,comparisonofalternativeswiththecurrentjob,andintenttoquit.Oneimportant

7、questionthatMobley's1977modelraisedwaswhetherallofthedecisionsmadeinthemodelhadsubstantivevalidity.SeveralprimarystudiesconductedtotestMobley'smodelfoundthatmanyofthemodellinkageswerenotsignificant,hadsmalleffects,orhadsignsthatopposedthepredictedrelationshipetal.,1984;Milleretal.,1979.Utili

8、zingmeta-analyticresultsintheirtestofastructuralmodelofturnover,Hometal.1992foundthatwithinamodelthatincludedthoughtsofquitting,searchintention,andintenttoquitasmediatorsinthejobsatisfaction-voluntaryturnoverrelationship,onlyintenttoquitfullymediatedthesatisfaction-turnoverrelationship.Further,inthe

9、irmeta-analyticpathanalysis,TettandMeyer1993determinedthatthebestfittingturnovermodelhadturnoverintentionsasfullymediatingtherelationshipbetweenjobsatisfactionandvoluntaryturnover.Asshownbytheseempiricalresults,whiletherearemultipleturnovercognitionsrelevanttoturnover,theirusefulnessoverandaboveinte

10、ntionstoquitisproblematic.Unfortunately,theauthorsofneithermeta-analyticpathanalysischosetoincludejobperformanceintheirmodel.Becauseofthis,howemployees'performanceaffectsthevoluntaryturnoverprocessisunclear.JobperformanceandturnoverintentionsandbehaviorsJobperformanceislikelytoimpactvoluntarytur

11、noverindirectlythroughintentionstoquit,aswellashavedirecteffectsonvoluntaryturnover.Thisdirecteffectonvoluntaryturnovermanifestsitselfasunplannedquitting.BasedonLeeandMitchell's1994unfoldingmodelofturnover,employeesmayrespondto“shocks"intheworkenvironmentthatcausethemtothinkofquittingtheirj

12、obs.Specifically,AllenandGriffeth1999notethatsuchshockscouldhappenwhenemployeesreceivenegativefeedbackduringinformalperformancefeedbackorduringtheirformalperformanceappraisals,whichcouldleadtointentionstoquitorimmediatequitting.Further,basedonexpectancytheoryVroom,1964,negativejobperformanceappraisa

13、lsmaysignaltoemployeesthattheyareunlikelytoreceivevaluedoutcomesfromtheorganizatione.g.payraisesorpromotionsorthattheymaybefired.Theseundesirableoutcomesmayleadthemtocogitateastowhethertoleavetheirorganizationsratherthanfaceunpleasantandpotentiallypsychologicalharmfulcircumstances.Finally,asnotedbyH

14、omandGriffeth1995,inordertoallowpoorperformingemployeesto“saveface“ortoavoidnegativeconsequencesofterminatingemployeese.g.lawsuitsorunemploymentcompensation,organizationssometimes“encourage”suchemployeestoquit,ratherthanfiringthem.Thiscircumstancecouldyieldadirectimpactonturnoverintentionsand/orturn

15、overdecisions.H1.Jobperformancehasanegativerelationshipwithintentionstoquit.H2.Intentionstoquitpartiallymediatestherelationshipbetweenjobperformanceandvoluntaryturnover.MediatingroleofjobsatisfactionWithintheturnovermodel,jobsatisfactionwilllikelypartiallymediatethejobperformance-intenttoquitrelatio

16、nship.Thisbeliefisgroundedinexpectancytheory,whichstatesthathighperformanceleadstogreaterrewardsbothextrinsicandintrinsicwhichinturnincreasesjobsatisfactionLawlerandPorter,1967.Considerableresearchhasshownamoderaterelationshipbetweenjobperformanceandjobsatisfactionr0.30,k312,n54,417,Judgeetal.,2001,

17、withahandfulofstudiesfindingsupportforacausalrelationshipinwhichjobperformanceimpactsjobsatisfactione.g.SiegelandBowen,1971;StumpfandHartman,1984.JobsatisfactionlikelyinfluencesturnoverintentionsandbehaviorsbasedonFishbeinandAjzen's1975attitudes-intentions-behaviorsmodel.Attitudestowardthejobimp

18、actthebeliefsabouttheconsequencesorutilityofleavingtheorganizationwhichultimatelyleadstoactualturnoverbehaviors.Inoneoftheearliestexpositionsonjobsatisfaction,Hoppock1935,p.5statedthat“Whetherornotonefindshisemploymentsufficientlysatisfactorytocontinueinit.isamatterofthefirstimportancetoemployerande

19、mployee.".Assuch,organizationalresearchersplacejobsatisfactionasanimportantantecedentintheturnoverprocess.Infact,almostalltheoreticalturnovermodelscontaintherelationshipbetweenjobsatisfaction,intenttoquit,andactualturnoverbehaviorsattheircore.Empirically,jobsatisfactionhasbeenfoundtobeanimporta

20、ntpredictorofbothturnoverintentionsr20.49,Hometal.,1992;r20.58,TettandMeyer,1993,aswellasturnoveritselfr20.22,Griffethetal.,2000;r20.25,TettandMeyer,1993.PriorpathanalyseshaveshownthatintenttoquitfullymediatestherelationshipbetweenjobsatisfactionandturnoverHometal.,1992;TettandMeyer,1993.Becauseofth

21、istheoreticalandempiricalevidence,jobsatisfactionisexpectedtobeamediatorbetweenjobperformanceandturnoverintentionsandbehaviors.However,asdiscussedpreviously,becausefeedbackregardingpoorjobperformancemayinduceemployeestoimpulsivelyleaveorplantoleavetheiremployers,jobsatisfactionislikelytoonlypartiall

22、ymediatetheeffectofjobperformanceonturnoverintentionsandbehaviors.H3.Jobsatisfactionpartiallymediatestherelationshipbetweenjobperformanceandintenttoquit.ThecurrentstudyThisstudymakestwoimportantcontributionstotheturnoverliterature.First,thisstudyisthefirsttocalculateatruescoreestimateoftherelationsh

23、ipbetweenjobperformanceandintenttoquit.Second,thisstudyusesmeta-analyticestimatestotestatheoreticalmodelwherebytherelationshipbetweenjobperformanceandturnoverispartiallymediatedbybothjobsatisfactionandintenttoquitseeFigure1.Inaddition,twocompetingmodelsaretestedandcomparedtothehypothesizedpartialmed

24、iationmodel.Thesealternativemodelsallowustotestwhetherjobperformanceimpactsturnoverintentionsandbehaviorsregardlessofhowsatisfiedemployeesarewiththeirjobs,orifalloftheeffectsofperformanceonintenttoquitandturnoverarefullymediated.Thefirstalternativemodelpositsnodirecteffectfromjobperformancetointentt

25、oquit.Thesecondalternativemodelisafullmediationmodelwithnodirecteffectsfromjobperformancetointenttoquitoractualturnoverbehaviors.Theresultsofthisstudywillallowresearcherstobetterunderstandhowemployees'jobperformanceaffectsjobsatisfaction,intenttoquit,andvoluntaryturnover.DiscussionThepurposeofth

26、isstudywastoprovideameta-analyticestimateoftherelationshipbetweenjobperformanceandintenttoquit,aswellastotestatheoreticalmodelexplaininghowjobperformanceaffectsemployees'jobsatisfaction,intentionstoquit,andturnoverdecisions.Theresultsofthisstudysuggestthattherelationshipbetweenperformanceandinte

27、nttoquitisbothnegativeandmodest.Further,theresultssuggestthatthereareexcludedvariablesthatmoderatethemagnitudeoftherelationship.Onlytherelationshipbetweenobjectiveratingsofperformanceandintenttoquitwashomogenous.Inaddition,theresultsofthisstudyindicatethatjobperformanceaffectsturnoverintentionsandbe

28、haviorsbothdirectlyandindirectly.Themeta-analyticresultthatpoorperformersaremorelikelytointendtoquitisconsistentwithothermeta-analyticfindingsbetweenperformanceandotherwork-relatedattitudesandbehaviors.PoorerperformershavebeenfoundtobelesssatisfiedwiththeirjobsJudgeetal.,2001,morelikelytobeabsentVis

29、wesvaran,2002,andmorelikelytoleavetheorganizationGriffethetal.,2000.Thefactthatthesourceofthejobperformanceratingmoderatestheoverallperformance-intenttoquitrelationshipismeaningful.Thisfindingindicatesthatitisthesupervisor'sperspectiveoftheemployee"sjobperformancethatmattersmostinaffectinga

30、nemployeesturnoverintentions,muchmoresothanobjectiveratingsofperformancebutonlyslightlymorethanself-perceptionsofperformance.Thefindingsthatthenationalityoftheemployeesandtypeofjobincludedinthesampleactedasmoderatorsareinteresting.First,itappearsasifemployeesnotbasedintheUSAtendtohavestrongerreactio

31、nstoperformancefeedback.Thatis,theywerelesslikelytointendtoquitcomparedtoUSworkersiftheirsupervisorsregardedthemasgoodperformers.ThismayindicatethatUSworkersplacelessweightinhowtheirsupervisorsperceivetheirperformancewhenconsideringwhetherornottoquittheirjobs.Second,salespeople,healthcareworkers,and

32、otherprofessional-levelemployeeswerelesslikelytoquittheirjobsbasedontheirsupervisors'ratingsoftheirperformancethanweresupervisoryandentry-levelemployees.Thisimpliesthatindividualsinprofessional-leveljobsmaybemoresensitivetoperformancefeedbackthanemployeesinlower-levelpositions.Whilethefindingtha

33、tsamplesusingsupervisoryemployeeshadweakerrelationshipsbetweenperformanceandintenttoquitmayfirstappeartocontradictthisfinding,itisimportanttonotethatallbutoneofthesesampleswascomprisedofsupervisorsofentry-levelpositionse.g.retail,clerical,andmanufacturingpersonnel.Thusitisunlikelythatpromotionintoth

34、ese“front-line“supervisorypositionsrequiredsignificantexperienceorhighlevelsofeducation.However,thisfindingshouldbereplicatedinfutureresearchspecificallydesignedtotestsuchahypothesis.Thepathanalysissuggeststhatjobsatisfactionandintenttoquitonlypartiallymediatetherelationshipbetweenjobperformanceandv

35、oluntaryturnover.Further,thedirecteffectofjobperformanceonintenttoquitispositive,althoughmodest.Interestingly,thetotalindirecteffectofperformanceonintentiontoquitismuchlargerthanthedirecteffecttotalindirecteffect20.18,directeffect0.03;whereasthedirecteffectofperformanceonturnoverislargerthantheindir

36、ecteffecttotalindirecteffect20.06,directeffect20.10.Thus,althoughtheimpactofperformanceonintentionstoquitisprimarilyduetodecreasedjobsatisfaction,theeffectofperformanceonactualturnoverdecisionsislargelydirect.Thisimpliesthatpoorerperformerstendtoquitwithoutpriorintentionstodosobyengaginginunplannedq

37、uitting.Thefindingthatjobperformancehasastrongerdirecteffectthanindirecteffectonturnoverdecisionsraisesanimportantquestion:whatcausesthisunplannedorimpulsivequittingi.e.turnoverdecisionsnotmediatedthroughintentionstoquit?Onereasonforthisimpulsivequittingmaybethatemployeeshavesharplynegativereactions

38、toreceivingnegativeperformancefeedbackandquitspontaneouslybecauseofthesereactionsAllenandGriffeth,1999.ThisunplannedquittingisalsoconsistentwithLeeandMitchell's1994unfoldingmodelofturnoverthattheorizesthateventsor“shocks“thatoccurintheworkplacecausesomeemployeestoquitwithoutlookingforalternative

39、employment.Impulsivequittingfiguresprominentlyinmanytheoreticalturnovermodelse.g.LeeandMitchell,1994,butfewmodelsactuallypositspecificantecedentstounplannedquitting.Ourfindingsprovidesomeimportantinsightastowhatcausesthistypeofvoluntaryturnover.Asecondreasonforthistypeofturnovercouldbethatsomepoorpe

40、rformingemployees"involuntarily"quit.Thisexplanationwouldbeconsistentwiththeideathatorganizationsmay“encourage”poorperformingemployeestoquit,ratherthanbefired,asthisallowstheemployeeto“saveface"andallowstheorganizationtominimizesomeofthenegativeimplicationsofterminatingemployees,sucha

41、slawsuitsandincreasedratesforunemploymentcompensationHomandGriffeth,1995.Further,iforganizationsdoencouragepoorperformerstoquit,thistypeofturnoverwouldbeincorrectlylabeledas"voluntary”turnover.Thismisclassificationwouldthenactaserrorvarianceinstudiesseekingtoexplainonlyvolitionalturnoverdecisio

42、nsandwouldattenuateanyrelationshipsfoundwithaturnovercriterioncontaminatedwithturnoverduetoemployeesbeingforcedtoleave.譯文：?jiǎn)T工離職意自愿離職的過(guò)程工作績(jī)效的影響RyanD.Zimmerman,ToddC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(mǎn)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(mǎn)意度，洛克（1976年）指出，工作滿(mǎn)意度和自愿離職之間的相關(guān)性充其量是

43、溫和的與此相反，和曠工文學(xué)，波特（1973）建議，強(qiáng)調(diào)理解決策過(guò)程。具體來(lái)說(shuō)，他們建議，“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(diǎn)的理論基礎(chǔ)。他們的態(tài)度理論認(rèn)為“對(duì)一個(gè)人的行為的最好預(yù)測(cè)將是他執(zhí)行該行為的意圖”（菲斯和Ajzen,1975,369頁(yè)）。最后，莫布里（1977）假設(shè)一個(gè)工作滿(mǎn)意度和自愿，提出了若干工作不滿(mǎn)的員工和離開(kāi)該組織的決定中問(wèn)聯(lián)系的認(rèn)知模式。這些步驟包括思想，對(duì)新工作和成本，用心去搜索尋找預(yù)期效用評(píng)估，尋找替代品，替代品的評(píng)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(gè)重要的問(wèn)題是，在模型中所作出的決定

44、是否都有實(shí)質(zhì)性的有效性。莫布里進(jìn)行模型測(cè)試，該模型許多聯(lián)系不，影響，或有跡象表明預(yù)測(cè)關(guān)系（坎1984;米勒，1979年）利用在其的結(jié)構(gòu)模型測(cè)試的分析結(jié)果（1992年）發(fā)現(xiàn)，一個(gè)模型包括，打算工作滿(mǎn)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(mǎn)意度和自愿離職離職意向之間的關(guān)系。這些經(jīng)驗(yàn)表明了，有多與的認(rèn)知有關(guān)，他們對(duì)以上意向是有問(wèn)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(guò)程。作績(jī)效離職向行為工作很可能通過(guò)離職意愿間接地影響自愿離職，以及對(duì)自愿離職直接影響。這種對(duì)自愿離

45、職的直接影響表現(xiàn)為計(jì)劃外的?；贚ee和Mitchell（1994）模式展開(kāi)，員工可能會(huì)“沖擊”的工作環(huán)境，使他們想到辭掉工作。具體來(lái)說(shuō)，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(fù)面反饋意見(jiàn)或在非正式表現(xiàn)他們的正式績(jī)效評(píng)估，這可能導(dǎo)致意向或立即。止匕外，在期望理論（弗魯姆1964年的基礎(chǔ)上，工作績(jī)效評(píng)估可能他們不可能接受組織（如加薪或促銷(xiāo)活動(dòng)），或者他們可能會(huì)被解雇負(fù)面信號(hào)這些不良的結(jié)果可能導(dǎo)致他們深思是否離開(kāi)問(wèn)題，而不是面對(duì)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(bǔ)償），組織有時(shí)“鼓勵(lì)”員

46、工辭職，而不是。這一情況可能會(huì)對(duì)離職向和決定直接影響。H1的表達(dá)。工作績(jī)效有負(fù)相關(guān)關(guān)系。H的表達(dá)離職向工作績(jī)效和自愿離職之間的關(guān)系在模型，工作滿(mǎn)意度很可能會(huì)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(lái)更大的回報(bào)（包括外在和內(nèi)在）又增加工作滿(mǎn)意度（勞勒和波特，1967）。相當(dāng)多的研究發(fā)現(xiàn)，工作績(jī)效和工作滿(mǎn)意度適中的關(guān)系（R研究找到一個(gè)因果關(guān)系，即工作績(jī)效影響工作滿(mǎn)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(mǎn)意度可能影響離職意向。工作態(tài)度影響離開(kāi)組織導(dǎo)致實(shí)際行為效用的信仰。在對(duì)工作的滿(mǎn)意度論述，Hoppock（1935年，第5頁(yè)）指出，“雇主和雇員無(wú)論人們發(fā)現(xiàn)他的工作足以令人滿(mǎn)意是一個(gè)頭等重要的的問(wèn)題。因此，地方研究人員工作滿(mǎn)意度在程的重要。事實(shí)上，幾乎所有的理論模型包含工作表示滿(mǎn)意，在他們的核心實(shí)際的行為。根據(jù)經(jīng)驗(yàn)，工作滿(mǎn)意度被認(rèn)為是一個(gè)重要的離職意的（r1992;R等人，2000年調(diào)解工作滿(mǎn)意度和（坎等人的關(guān)系，1992年；邰蒂和邁耶，1993）。由于這種理論和經(jīng)驗(yàn)證，工作滿(mǎn)意度預(yù)期成為溝通工作表現(xiàn)和離職意向和行為的調(diào)解人。然而,如前所