The Role of Organizational Commitment and Citizenship Behaviors in Understanding Relations between Human Resources Practices and Turnover Intentions of IT Personnel

The primary objective of this study is to present and test an integrated model of turnover intentions which addresses the unique nature of the information technology (IT) profession. It identifies a multidimensional set of human resources (HR) practices likely to increase retention among IT employees. It also considers organizational citizenship behaviors and two distinct types of organizational commitment as key antecedents of turnover intentions. A second goal is to explore the moderating effects of organizational commitment and citizenship behaviors on HR practices-turnover intention relationships. A questionnaire was developed and sent to the Québec members of the Canadian Information Processing Society. Data from 394 respondents were used to validate the measures and test the research model. Findings reveal that IT specialists are particularly sensitive to four types of HR policies and practices: distributive justice, competence development, empowerment, and recognition. Results also provide additional support for the generalizability of the two-component model of organizational commitment in the IT context. This study is the first to show that the effects of various HR practices on turnover intentions among IT specialists depend upon the nature of their commitment to the organization. Similarly, we found that citizenship behaviors not only mediate but also moderate HR practicesturnover intention relationships. Implications of these results for practice and research are discussed. Dans cette étude, nous présentons et testons un modèle de recherche portant sur la rétention des spécialistes en TI. Ce modèle examine les relations entre diverses pratiques de GRH, les comportements discrétionnaires, l'engagement organisationnel et les intentions de quitter des spécialistes en TI. Un questionnaire fût développé et envoyé aux membres de la Fédération de l'Informatique du Québec (FIQ). Les données de 394 questionnaires ont servi aux fins d'analyses statistiques. Les résultats de cette étude révèlent que les spécialistes en TI au Québec sont particulièrement sensibles à quatre types de pratiques de GRH, soit: la justice distributive, la reconnaissance non-monétaire, le développement des compétences professionnelles et la responsabilisation. Notre étude est également la toute première à démontrer clairement que l'impact des pratiques de GRH sur l'intention de quitter des spécialistes en TI dépend à la fois du niveau d'engagement et de mobilisation des employés. Nos résultats confirment enfin l'importance relative de deux formes distinctes d'engagement organisationnel (affectif et continu) dans un tel contexte. Sur la base des résultats obtenus, nous faisons une série de recommandations aux hauts dirigeants.IS staffing issues, IS turnover, HRM practices, Gestion du personnel en TI, roulement du personnel en TI, pratiques de GRH

Causes and Consequences of Collective Turnover: A Meta-Analytic Review

Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research

The antecedents and consequences of service customer citizenship and badness behavior

This paper presents an empirical test of the antecedents and consequences of customer extra-role behavior (i.e., customer citizenship behavior and badness behavior). The model posits that negative affect, perceived justice, and commitment lead to customer extra-role behavior. In turn, such extra-role behavior is expected to impact perceived service quality. The model was tested in an exercise class context of participants at sports center. Results from the empirical test indicated that managing customer extra-role behavior is as important as that of employee. Secondly, the study found that the organization have to manage the negative affect of customers to prevent customer badness behavior, and perceived justice and commitment to increase customer citizenship behavior. Implications are discussed, possible areas of further research are indicated, and limitations of the study are noted

Group Incentives and Pay Satisfaction: Understanding the Relationship Through an Identity Theory Perspective

The goal of this paper is to develop a conceptual model based on identity theory to specify the relationship between group incentives and pay satisfaction. Pay satisfaction, as currently measured, does not include items that directly assess group-based rewards, therefore, any changes in pay satisfaction associated with group incentive implementation would be the result of some spillover effect. Identity theory is employed to model this effect by delineating how group incentives tap salient work-related roles; the theory also has implications for various behavioral consequences. The research described in this paper tests two hypotheses derived from the conceptual model. These hypotheses are tested in two quasi-experimental field studies conducted in a high technology firm and a consumer products company that both implemented gain sharing programs. The findings indicate that gainsharing plans can be viewed as either a benefit or as part of individual pay based on the ability of the incentive plan to activate salient work roles

Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications

Studies of the causes and consequences of turnover at the group, unit, or organizational level of analysis have proliferated in recent years. Indicative of its importance, turnover rate research spans numerous academic disciplines and their respective journals. This broad interest is fueled by the considerable implications of turnover rates predicting broader measures of organizational effectiveness (productivity, customer outcomes, firm performance) as well as by the related perspective that collective turnover is an important outcome in its own right. The goal of this review is to critically examine and extract meaningful insights from research on the causes and consequences of group, unit, and organizational turnover. The review is organized around five major “considerations,” including (1) measurement and levels of analysis issues, (2) consequences, (3) curvilinear and interaction effects, (4) methodological and conceptual issues, and (5) antecedents. The review concludes with broad directions for future research

The Measurement and Antecedents of Turnover Intentions among IT Professionals

The purpose of this study is to present and test an integrated model of turnover intentions that addresses the unique nature of the IT profession. We identified a multidimensional set of HR practices likely to increase retention among IT employees and considered citizenship behaviors as well as two distinct types of organizational commitment as key antecedents of turnover intentions. A questionnaire was developed and sent to the Quebec members of the Canadian Information Processing Society. Data from 394 respondents were used to validate the measures and test our research model. We present and discuss the results and make a series of recommendations for IT and HR executives. Dans cette étude, nous présentons et testons un modèle de recherche portant sur la rétention des spécialistes en TI. Ce modèle examine les relations entre diverses pratiques de GRH, les comportements discrétionnaires, l'engagement organisationnel et les intentions de quitter des spécialistes en TI. Un questionnaire fût développé et envoyé aux membres de la Fédération de l'Informatique du Québec (FIQ). Les données de 394 questionnaires ont servi aux fins d'analyses statistiques. Nous présentons et discutons les résultats obtenus et faisons une série de recommandations aux hauts dirigeants en TI et en RH.IS staffing issues, IS turnover, attitudes, Gestion du personnel en TI, roulement du personnel en TI, attitudes

Cultural Diversity, Competencies and Behaviour: Workforce Adaptation of Minorities

The increasing mobility of people around the world has resulted in an increasingly culturally diverse workforce, particularly in Canada, where multiculturalism is embraced and government policies are enforced in order to ensure that the Canadian workforce is representative of its population in terms of race and ethnicity. However, there are still differences in employment conditions between minorities and non-minorities in Canada. Many organizations use competency modeling as a basis for employment decisions, particularly for managerial jobs, and some of the behaviours outlined in competency models can be linked to what has been identified as organizational citizenship behaviours (OCB). This use of competencies (and thus possibly OCBS) may be a contributor to the employment gap in Canada. Acculturation as a way to mitigate this gap is also discussed. More research in these areas needs to be done to bridge the gap between practice and theory.cultural diversity, acculturation, competency, OCB

Making things happen : a model of proactive motivation

Being proactive is about making things happen, anticipating and preventing problems, and seizing opportunities. It involves self-initiated efforts to bring about change in the work environment and/or oneself to achieve a different future. The authors develop existing perspectives on this topic by identifying proactivity as a goal-driven process involving both the setting of a proactive goal (proactive goal generation) and striving to achieve that proactive goal (proactive goal striving). The authors identify a range of proactive goals that individuals can pursue in organizations. These vary on two dimensions: the future they aim to bring about (achieving a better personal fit within one’s work environment, improving the organization’s internal functioning, or enhancing the organization’s strategic fit with its environment) and whether the self or situation is being changed. The authors then identify “can do,” “reason to,” and “energized to” motivational states that prompt proactive goal generation and sustain goal striving. Can do motivation arises from perceptions of self-efficacy, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons flowing from intrinsic, integrated, and identified motivation. Energized to motivation refers to activated positive affective states that prompt proactive goal processes. The authors suggest more distal antecedents, including individual differences (e.g., personality, values, knowledge and ability) as well as contextual variations in leadership, work design, and interpersonal climate, that influence the proactive motivational states and thereby boost or inhibit proactive goal processes. Finally, the authors summarize priorities for future researc

Information Flow to Front-line Employees

This research is a case study within a large bureaucracy; the physical plant operations of a Tier-one university in the United States. The organization of study received low scores for internal communication in their all-employee surveys in 2012 and 2014 and was cited for “lack of information flow to front-line employees” in a peer audit conducted in 2011. Root causes for these deficiencies are investigated through (1) Activity Theory analysis, (2) Leader-Member Exchange Theory and (3) linear regression analysis of all-employee survey data. No formal initiatives addressing internal communications had been initiated when this study was launched so the research was used to identify areas for improvement within the organization.Human Dimensions of Organization