外文翻译--员工离职意向和自愿离职的过程对工作绩效的影响

1、外文翻译-员工离职意向和自愿离职的过程对工作绩效的影响本科毕业论文（设计）外文翻译employeeturnover2009P.142-158外文题目Theimpactofjobperformanceonintentionsandthevoluntaryturnoverprocess外文出处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.译文：员工离职意自愿离职的过程工作绩效的影响RyanD.Zimmerman,ToddC离职意直到20世纪70年代中后期，大多数，如员工工作满意度，以及行为（布雷菲尔德和克罗克特，1955;弗鲁姆，1964）。然而，组织研究人员这些变量之间的态度和自愿离职只有适度的关系。在他1976年和工作满意度，洛克（1976年）指出，工作满意度和自愿离职之间的相关性充其量是

43、温和的与此相反，和旷工文学，波特（1973）建议，强调理解决策过程。具体来说，他们建议，“离职意向”可能调解人的态度行为，并代表了最后一步。1975年，菲斯和Ajzen提供了行为意图为重点的理论基础。他们的态度理论认为“对一个人的行为的最好预测将是他执行该行为的意图”（菲斯和Ajzen,1975,369页）。最后，莫布里（1977）假设一个工作满意度和自愿，提出了若干工作不满的员工和离开该组织的决定中问联系的认知模式。这些步骤包括思想，对新工作和成本，用心去搜索寻找预期效用评估，寻找替代品，替代品的评估，与当前的工作方案并打算。莫布里的1977年提出的模型一个重要的问题是，在模型中所作出的决定

44、是否都有实质性的有效性。莫布里进行模型测试，该模型许多联系不，影响，或有迹象表明预测关系（坎1984;米勒，1979年）利用在其的结构模型测试的分析结果（1992年）发现，一个模型包括，打算工作满意度自愿离职关系调解的想法，只是意图的关系。此外，在其路径分析，邰蒂和Meyer（1993年）确定了最佳拟合模型为全面调解工作满意度和自愿离职离职意向之间的关系。这些经验表明了，有多与的认知有关，他们对以上意向是有问题的。不幸的是，分析路径选择包括工作表现的模型。由于，目前还不清楚员工的表现影响自愿离职过程。作绩效离职向行为工作很可能通过离职意愿间接地影响自愿离职，以及对自愿离职直接影响。这种对自愿离

45、职的直接影响表现为计划外的。基于Lee和Mitchell（1994）模式展开，员工可能会“冲击”的工作环境，使他们想到辞掉工作。具体来说，艾伦和格里菲斯（1999）指出，这种冲击可能发生当雇员收到负面反馈意见或在非正式表现他们的正式绩效评估，这可能导致意向或立即。止匕外，在期望理论（弗鲁姆1964年的基础上，工作绩效评估可能他们不可能接受组织（如加薪或促销活动），或者他们可能会被解雇负面信号这些不良的结果可能导致他们深思是否离开问题，而不是面对不愉快的组织和潜在的心理的情况。最后，坎和格里菲斯（1995年）指出，为了让表现欠佳员工“面子”，或避免解雇员工（如诉讼或失业补偿），组织有时“鼓励”员

46、工辞职，而不是。这一情况可能会对离职向和决定直接影响。H1的表达。工作绩效有负相关关系。H的表达离职向工作绩效和自愿离职之间的关系在模型，工作满意度很可能会部分调解工作表现意图的关系。这种信念基于期望理论，其中指出，带来更大的回报（包括外在和内在）又增加工作满意度（劳勒和波特，1967）。相当多的研究发现，工作绩效和工作满意度适中的关系（R研究找到一个因果关系，即工作绩效影响工作满意度（如西格尔和鲍文，1971年支持；施通普夫和哈特曼，1984）。菲斯和Ajzen（1975）的基础态度，意图行为工作满意度可能影响离职意向。工作态度影响离开组织导致实际行为效用的信仰。在对工作的满意度论述，Hoppock（1935年，第5页）指出，“雇主和雇员无论人们发现他的工作足以令人满意是一个头等重要的的问题。因此，地方研究人员工作满意度在程的重要。事实上，几乎所有的理论模型包含工作表示满意，在他们的核心实际的行为。根据经验，工作满意度被认为是一个重要的离职意的（r1992;R等人，2000年调解工作满意度和（坎等人的关系，1992年；邰蒂和迈耶，1993）。由于这种理论和经验证，工作满意度预期成为沟通工作表现和离职意向和行为的调解人。然而,如前所