Intending to Leave But No Place to Go: An Examination of the Behaviors of Reluctant Stayers

IF 2.9 4区心理学 Q2 PSYCHOLOGY, APPLIED

Human Performance Pub Date : 2019-03-07 DOI:10.1080/08959285.2019.1578964

S. Sheridan, C. Crossley, Ryan M Vogel, Marie S. Mitchell, R. Bennett

引用次数: 17

Abstract

ABSTRACT We extend recent conceptual work on withdrawal states and develop a framework to examine behavioral tendencies of reluctant stayers (i.e., employees who desire to leave but cannot). Although principles of self-interest suggest that these employees ought to behave appropriately to maintain employment, reactance theory suggests that the combination of high turnover intentions and low job alternatives may result in lower performance and greater deviance. Contrary to conventional wisdom but consistent with reactance theory, low perceived job alternatives strengthened the positive relationship between turnover intentions and deviance, as well as the negative relation between intentions to quit and task performance. Moderated-mediation analyses revealed that the indirect effect of work frustration (via turnover intentions) was stronger on task performance and deviance when perceived job alternatives were low rather than high.

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想离开却无处可去——对不情愿留守者行为的考察

我们扩展了最近关于退出状态的概念性工作，并开发了一个框架来检查不情愿留下来的行为倾向(即，希望离开但不能离开的员工)。尽管自利原则表明，这些员工应该采取适当的行为来维持就业，但抗拒理论表明，高离职意愿和低工作选择的结合可能导致较低的绩效和更大的偏差。与传统观点相反，与抗拒理论一致的是，低感知的工作选择强化了离职意向与偏差之间的正相关关系，以及离职意向与任务绩效之间的负相关关系。适度中介分析显示，当工作选择度较低时，工作挫折(通过离职意向)对任务绩效和偏差的间接影响更强。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Performance PSYCHOLOGY, APPLIED-

CiteScore

4.30

自引率

0.00%

发文量

期刊介绍： Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.