本研究以吉林省四平市三个民营企业共计249份配对样本为基础，以组织承诺理论、自我决定理论以及动机理论为基础，从内在动机角度，对员工感知的高承诺工作实践影响员工离职倾向的内在机理及其情境因素进行了研究。结果发现，员工感知的高承诺工作实践对离职倾向的影响是通过内在动机实现的。内在动机在员工感知的高承诺工作实践与离职倾向的关系构建中起到间接效应。研究表明，员工感知的高承诺工作实践与内在动机之间存在显著正向关系，内在动机与离职倾向之间存在显著负向关系。即员工感知的高承诺工作实践通过影响员工的内在动机，进而影响员工的离职倾向。同时，本研究也发现员工的个体特征，如情绪智力与竞争人格具有调节效应。即在高情绪智力与高竞争人格情境下，员工感知的高承诺工作实践与内在动机的正向关系得到加强，从而提高员工保留，减少员工离职倾向。This study focuses on the internal mechanism and situational factors that Employee Perceived High Commitment Work Practices influence Employee Turnover Intention from the perspective of Intrinsic Motivation based on a total of 249 paired samples from three private enterprises in Siping City of Jilin Province. This research is based on theories including organizational commitment theory，self-determination theory and motivation theory. It was found that the influence of Employee Perceived High Commitment Work Practices implemented on Turnover Intention was realized through Intrinsic Motivation. Intrinsic Motivation plays an indirect effect in the relationship building between Employee Perceived High Commitment Work Practices and Turnover Intention. The study shows that there is a significant positive correlation between Employee Perceived High Commitment Work Practices and Intrinsic Motivation, and, by contrast, there is a significant negative correlation between Intrinsic Motivation and Turnover Intention. That is, Employee Perceived High Commitment Work Practices influence Turnover Intention by influencing Intrinsic Motivation. Meanwhile, this study also found that the individual characteristics of employees, such as Emotional Intelligence and Trait Competitiveness, have the moderating effect. That is, in the context of High Emotional Intelligence and High Trait Competitiveness, the positive correlation between High Commitment Work Practices and Intrinsic Motivation is strengthened，and thereby reduce turnover intention so as to promote employee retention.

An examination of the turnover literature reveals several variables which have statistically significant relationships to turnover, yet explain only a small amount of the variance. Since aggregating individual responses into groups actually changes the structure of the variance, a possible explanation of the weak results is inadequate grouping. Four conceptual models of turnover are replicated to provide a data base to use to examine the effects of groups. The models are an expectancy model, a role conflict/ambiguity model, an exchange/investment model, and a sociological model. Two theoretically relevant methods of grouping respondents (by psychological type as defined by the Myers-Briggs Type Indicator, and hierarchical level) are compared in this study by examining their effect on the results of tests of the four models. The subjects are professional staff accountants in a "Big 8" accounting firm. The results provide support for the existence of the effect of groups on the analysis of turnover data. Although the power of the design is low, all models except the role conflict/ ambiguity model had results that varied between grouping methods. The expectancy model showed the strongest effect. This indicates that exploring the existence of groups should be a part of the development of conceptual models of employee turnover. This study demonstrated the need for further research on the effect of groups on the structure of measured variance in empirical research in accounting. / Ph. D.

In this dissertation, I investigated job satisfaction from a dynamic perspective. Specifically, I integrated the momentum model of job satisfaction with the affective shift model and crossover theory in an effort to move beyond traditional, static conceptions of job satisfaction and other constructs. Recent research and theoretical development has focused on the meaning of job satisfaction change for workers and how such change impacts their decisions to leave an organization. To extend this line of inquiry, I posited hypotheses pertaining to: (a) job satisfaction change with respect to positive work behavior (i.e., organizational citizenship behavior, family-supportive supervisor behavior); (b) the potential moderating effect of changes in negative work events (i.e., job demands, interpersonal conflict) on the relation between job satisfaction change and turnover intentions change and positive work behavior; and (c) the crossover of job satisfaction change from managers to employees and the potential underlying behavioral mechanisms. An archival dataset collected by the Work, Family & Health Network was used to investigate the aforementioned phenomena. Data were collected at two time points with a six-month interval via face-to-face computer-assisted personal interviews from individuals working at 30 facilities from a U.S. extended-healthcare organization. In total, data from 184 managers and 1,524 of their employees were used to test hypotheses. Data were analyzed using multilevel structural equation modeling. In an extension of the momentum model, I found that managers’ job satisfaction change positively related to changes in employee reports of their FSSB; in addition, I replicated prior findings in which job satisfaction change negatively related to turnover intentions change. Furthermore, based on my integration of the momentum model and the affective shift model, I tested the proposition that changes in negative work events (i.e., job demands, interpersonal conflict) would moderate the relationship between changes in job satisfaction and focal outcomes. For certain operationalizations of negative work events, hypothesis testing revealed significant interactions with respect to changes in all three outcomes: turnover intentions, OCB, and FSSB. The form of the interactions, however, deviated from my predictions for models including changes in turnover intentions and OCB, although my predictions were supported for models including changes in FSSB. In my integration of the momentum model and crossover theory, the associated hypotheses were met with very limited support. Specifically, the relationship between managers' job satisfaction change and employees' job satisfaction change approached significance, but the relationship between managers' level of job satisfaction and their employees' subsequent level of job satisfaction did not receive support. Similarly, the proposed mediational mechanisms (i.e., managers' OCB and FSSB) of these crossover relations went unsupported. In sum, while my contributions to the momentum model and the affective shift model were notable, my proposed integration of the momentum model and crossover theory was met with limited support. Overall, findings from this dissertation yield important implications for both theory and practice, as they may draw more attention to changes in job satisfaction, as well as the potentially beneficial role of changes in perceived negative work events.