Every individual associates him/herself with a specific and sometimes a unique identity. In a workplace setting individuals may choose to either openly display and/or speak about their identity or they may choose to conceal it. Research shows that manifestation and/or suppression of an identity in the workplace can affect individual outcomes such as perceptions of discrimination, job satisfaction, and turnover intentions. The present study investigated whether an identity characterized as visible and/or invisible would affect an individual’s decision to either manifest and/or suppress his/her identity. The study further examined the effects of identity management techniques used by individuals on their perceptions of discrimination in the workplace, job satisfaction, and intentions to leave the organization. The sample included 369 individuals who were at the time of the survey at least half time employed. Independent-samples t-tests were used to test the relationship between identity characteristics and identity management. Path analyses was used to analyze the hypothesized relationship between identity management, perceptions of discrimination, job Satisfaction, and turnover intentions. The study found that individuals with an invisible identity are more likely to suppress their identities. It was also found that identity suppression had a direct positive relationship with perceptions of discrimination. Perceived discrimination was found to have a negative correlation with job satisfaction and a positive relationship with turnover intentions. Additionally, the study found that Job satisfaction is negatively correlated with Turnover Intentions. The importance of proper diversity management strategies and the role of an inclusive work environment on employees’ decision to either manifest and/or suppress their identities are discussed.

In 2012, more than 25 million U.S. employees voluntarily terminated their employment with their respective organizations. Demographic characteristics of age, education, gender, income, and length of tenure are significant factors in employee turnover intentions. The purpose of this study was to determine if a relationship existed between age, education, gender, income, length of tenure, and employee turnover intention among full-time employees in Texas. The population consisted of Survey Monkey-® Audience members who were full-time employees, residents of Texas, over the age of 18, not self-employed, and not limited to a specific employment industry. For this study, a sample of 187 Survey Monkey-® Audience members completed the electronic survey. Through the proximal similarity model, the results of this study are generalizable to the United States. The human capital theory was the theoretical framework. The results of the multiple regression analysis indicated a significant relationship between age, income, and turnover intentions; however, the relationship between education, gender, and length of tenure was not statistically significant. As the Baby Boomer cohort prepares to transition into retirement, organizational leaders must develop retention strategies to retain Millennial employees. To reduce turnover intentions, organizational leaders should use pay-for-performance initiatives to reward top performers with additional pay and incentives. The social implications of these findings may reduce turnover, which may reduce employee stress, encourage family well-being, and increase participation in civic and social events.

In order to enhance newcomers' retention and performance, the present study explored the moderating roles of mentoring and newcomers' personality (conscientiousness and emotional stability) on the relationships between newcomers' perceived person-job fit, (P-J fit) person-organization fit (P-O fit) and their task performance and turnover intentions. The data was collected from newcomers who have passed probation with their organizational tenure less than one year. In total, 198 usable questionnaires were collected from 20 firms in Taiwan. The present study applied the hierarchical regression analysis to test our hypotheses. The results showed that: (1) when mentoring relationship is low, the positive relationship between newcomer P-J fit and task performance is strengthened; (2) when conscientiousness and emotional stability are high, the negative relationship between newcomers P-O fit and turnover intentions is strengthened; (3) the interaction between newcomer P-J fit and P-O fit is positively related to task performance. Based on our findings, we proposed several practical implications as below: (1) organizations should pay attention to newcomers¡¦ P-J, P-O fit, and their socialization processes; (2) using selection tools to hire newcomers with high conscientiousness and emotional stability; (3) organizations should apply different socialization practice for newcomers with different attributes.

The aim of this study was to examine the relationships among individual and organizational characteristics variables, several aspects of organizational communication, organizational commitment, organizational identification, job satisfaction, and turnover intentions. Furthermore, the influence of supervisor and workgroup commitment on organizational commitment was also examined. With these purposes, following two different pilot studies, questionnaires were administered to a sample of 321 white collar bank employees who are working in different branches of different banks in Ankara. The results of the study revealed that influence of individual and organizational characteristics variables on job satisfaction, organizational identification, organizational commitment, and turnover intentions were low and most of the time insignificant. The results of both regression analyses and model test indicated that job satisfaction was significantly and positively predicted by downward instrumental communication and turnover intentions was found to be significantly predicted by upward instrumental and downward positive communication and organizational identification was found to be significantly predicted by downward instrumental communication in the model test. Furthermore, both job satisfaction and organizational identification were found to be significant positive predictors of organizational commitment. In addition, organizational commitment was found to significantly and positively predicted by commitment to workgroup but not by commitment to supervisor. On the other hand, organizational commitment was found as a significant negative predictor of turnover intentions. However, when entered into the regression analysis together with organizational commitment, neither job satisfaction, nor organizational identification predicted turnover intentions significantly. However, significance of indirect effect of job satisfaction and organizational identification on turnover intentions through organizational commitment confirms the mediation of organizational commitment. The results of the present study, its limitations, and implications were discussed in more detail in the light of the relevant empirical evidence.

In the present study, organizational commitment&lsquo / s relationship with a number of antecedents and consequences were examined. In more detail, firstly the effects of job characteristics (i.e., job variety, promotional opportunity, organizational fairness, and perceived organizational support) on three dimensions of organizational commitment namely affective, normative, and continuance commitment were examined. Secondly, how these three dimensions of organizational commitment predict two dimensions of performance (i.e., task and contextual performance) and turnover intentions were examined. With these purposes, a pilot study was conducted with the participation of 45 employees and then in the main study questionnaires were administered to a sample of 175 employees working in different public organizations. According to the results of the study, job characteristics significantly and positively predicted both affective and normative commitment in addition to overall commitment but they were not significant predictors of continuance commitment. In more detail, affective commitment was predicted by job variety, promotional opportunity and perceived organizational support while normative commitment was predicted by job variety and perceived organizational support. The results of the mediation analysis revealed that perceived organizational support partially mediated the organizational fairness - affective organizational commitment relationship. Among three dimensions of commitment, affective and normative commitment were found to significantly and negatively predict turnover intentions of employees. On the other hand, none of the three dimensions significantly predicted task performance when self ratings were used but affective and normative commitment significantly influenced self reported contextual performance. However, three dimensions of commitment were not significant predictors of task, contextual or overall performance rated by supervisors. The results of the study, its implications, limitations and directions were future research were discussed in more detail.

Nowadays, more and more organizations put efforts on recruitment process in order to find the right employees. With the new technology development, the various recruitment sources yield. The differential effectiveness of the various sources through which outside applicants hear of employment opportunities at a particular organization needs further research to identify which sources yield stable, reliable, and high-performing employees (Taylor, 1988). In this study, we also adapt the concept of cognitive dissonance which has been never used in organizational issues to see its availability on organizational issues. In order to know how realistic job previews (RJPs) can be functioned effectively and when and in what forms the realistic job previews messages are processed most effectively by new comers during recruitment process, we need to extend the realistic job previews prior research and try to understand the factors that influence an realistic job preview message as well as how realistic job previews operate to influence socialization outcomes. Besides, how effective the new comers acquire the realistic job preview messages (information) is also an important issue that will be emphasized in this study. This study contributed to understand the current situation of realistic job previews which recruiters provide during recruitment procedure and the relationship between RJPs, cognitive dissonance and socialization outcomes. In this study, the sample was distributed to the new employees whose tenure was less than one year. The total distributed samples were 280 and returned samples were 237. We excluded 20 invalid responses and final samples were 217. One Way ANOVA and Linear Regression were used to analyse the relationship between variables in this study. The result can be summarized as follows: 1. As the result reported, most of applicants (66.8%) apply job through Internet. The result indicates that most of applicants today prefer web-based interface as they try to seek recruitment related information. Most applicants (85.7%) experience laboratory setting (e.g. interview) during recruitment process. Over half of new comers (56.2%) get realistic job information after they started the job. The result suggests that over half of applicants get whole realistic job preview after they accept the job offer. 2. As our result reported, greater use of medium, settings, and recruiters while realistic job previews are presented during recruitment process significantly influence new comers¡¦ cognitive dissonance, especially for wisdom of making employment decision and concern over selection procedure. The result indicates that the medium of written, will lead the strongest influence to new comers¡¦ cognitive dissonance during recruitment process. The position of recruiters who provide job information during recruitment process is reported to significantly influence wisdom of making employment decision and concern over selection procedure. The result of comparison between groups suggests that if line employees who are responsible to provide job information, the new comers will perceive a stronger influence on the degrees of cognitive dissonance comparing with the recruiters who are in other positions. 3. Great use of timing of realistic job previews presented during recruitment process is partially associated with new comers¡¦ socialization outcomes. 4. Realistic job preview information presented during recruitment process is negatively associated with new comers¡¦ cognitive dissonance, positively associated with organizational commitment and negatively associated with turnover intention after they get into an organization. 5. Cognitive dissonance except emotional, is negatively associated with organizational commitment and positively associated with turnover intention. 6. The mediating effect of cognitive dissonance between realistic job previews and socialization outcomes is noteworthy.

Social work literature has documented that social workers may be the victims of client violence. However, to date, no studies have documented the nationwide prevalence of client violence towards social work students. This study examined direct and indirect incidents of physical assault, threats of physical harm, verbal abuse, threats of lawsuit, and property damage. The randomly selected national sample of social work students were selected from the National Association of Social Workers (N = 595). Findings revealed that 41.7% of social work students directly experienced client violence during their practicum. The highest rate of the violence reported by students was verbal abuse (37.5%) while the lowest rate of reported violence was physical assault (3.5%). Being male was the most significant predictor of social work students' exposure to client violence. Other factors related to increased violence were found, such as ethnicity and degree program. This study also examined whether students received safety training in 17 content areas and where they received the training. Fewer than 50% of students received training in most training content areas, regardless of where training was received. Furthermore, increased safety training in the field agency was significantly related to increased threats of physical harm and overall client violence. When training from all venues was totaled, increased training was significantly related to increased verbal abuse, property damage, and overall direct client violence. This study found that when students experience client violence directly or indirectly, they have increased fear of future violence in social work practice. Implications for social work programs, field agencies and educators and social work students are discussed. Training content and strategies are suggested.

No description available.

Titel: Belöningar, autonom motivation och dess påverkan på turnover intentions - en studie på fastighetsmäklare i Stockholm Nivå: Examensarbete på Grundnivå (kandidatexamen) i ämnet företagsekonomi Författare: Lizette Lundh och Gabriel Nordenhaag Handledare: Jonas Kågström och Martin Ahlenius Datum: 2021 - Juni   Syfte Syftet med studie är att undersöka om autonom motivation spelar en medierad roll mellan monetära och icke monetära belöningar på turnover intention bland fastighetsmäklare i Stockholm.   Metod Studien har genomförts med hjälp av en kvantitativ forskningsmetod där en internetbaserad webbenkät har skickats ut via programmet Qualtrics. Enkäterna ligger till grund för empirin i resultatet och analysen. 142 användbara svar från fastighetsmäklare samlades in och av dessa gjordes en deskriptiv analys, korrelationsanalys och en strukturell ekvationsmodell. Dessa analyser gjordes med hjälp av systemet Smart PLS. Därefter analyserades all data från resultatet mot relevanta teorier och tidigare studier.   Resultat & slutsats Resultatet av studien visar att monetära och icke-monetära belöningar ökar mängden autonom motivation en person upplever till sitt jobb. Den autonoma motivationen har sedan en negativ påverkan på turnover intention. Studien visade dock att monetära och icke-monetära belöningar har en starkare negativ påverkan på turnover intention när de inte medieras av autonom motivation. Därför har författarna dragit slutsatsen att autonom motivation inte har en mederande roll mellan belöningar och turnover intention.   Uppsatsens bidrag Det mest framhävande studien visade var att monetära belöningar visades ha störst total påverkan på både turnover intentions och autonom motivation. Det innebär att monetära belöningar är den faktor som har störs negativ påverkan på turnover intention hos fastighetsmäklare i Stockholm. Pengar påverkar således fastighetsmäklarnas inre motivation mest samt deras benägenhet till att vilja lämna arbetsplatsen. Resultatet visar även att icke monetära belöningar, kompetensutveckling, autonomistöd och bekräftelse, har en starkare egen påverkan på turnover intention än om det medieras av autonom motivation. Det innebär att icke-monetära belöningar inte medieras av autonom motivation. Studiens resultat påvisar tydliga skillnader mellan män och kvinnor. Det förtydligar vikten för en organisation att förstå vad som verkligen motiverar deras anställda och prioritera humankapitalet. Inte förrän då går det att påverka deras anställdas turnover intentions och uppnå framgång.   Förslag till fortsatt forskning I resultatet framgår det att när alla motivationsfaktorerna som använts i studien drogs som en egen korrelation till turnover intention uppfylldes bara 0.512 för kvinnor och 0.580 för män. Dessa siffror visar hur stor del av turnover intention som blivit uppmätt genom studien. Det ger indikationer på att det finns fler faktorer som inte är med i den här studien men som har en betydande roll för turnover intention. Det vore därför intressant att undersöka vidare kring vilka dessa faktorer är och vilken påverkan de har på fastighetsmäklares avsikt att lämna arbetsplatsen.   Nyckelord Turnover intentions, autonom motivation, monetära belöningar, autonomistöd, bekräftelse, kompetensutveckling, fastighetsmäklare.

The study reported in this article examines the nature of relationships between organizational and personal resources and nurses' turnover intentions. A sample of 124 nurses in the Turkish Republic of Northern Cyprus serves as the study setting. Results of the study reveal that a form of organizational support (empowerment) and two personal resources (customer orientation, job resourcefulness) are the best predictors of turnover intentions. Implications of these results are discussed and avenues for future research are offered.