Turnover Processes in a Temporal Context: It's About Time

To better understand the process of organizational withdrawal, a turnover model incorporating dynamic predictors measured at five distinct points in time was examined by following a large, occupationally diverse sample over a two-year period. Results demonstrated that turnover can be predicted by perceived costs of turnover, organizational commitment, and critical events measured soon after entry into the organization, and unemployment rates, job satisfaction, and search for alternative jobs also become significant predictors when measured over time. Critical events also predicted turnover in a manner distinct from the operation of attitudes, consistent with the unfolding model (Lee & Mitchell, 1994). The path to turnover was marked by consistently low perceived costs of turnover and satisfaction, decreases in commitment, and increases in job search over time.

Rookies Connected: Interpersonal Relationships Among Newcomers, Newcomer Adjustment Processes, and Socialization Outcomes

How do relationships among newcomers in the same cohort impact how quickly they develop clear understandings of their new roles and, ultimately, key socialization outcomes? We study newcomers\u27 relationships with cohort members in the same unit (i.e., intra-unit relationships) and those in different units (i.e., inter-unit relationships). While organizations invest substantial time and resources in promoting broad networking among newcomers, we offer a theoretical and empirical account of how too many connections among fellow newcomers early in the socialization process can slow their adjustment-namely, their growth in role clarity. In Study 1, we surveyed 189 newcomers in an international conglomerate from their orientations through their first 4 months and linked responses to 3 years of their job performance and turnover records. After controlling for the initial level of role clarity, we found an inverted U-shaped relationship between newcomers\u27 intra-unit peer connections and growth in role clarity, whereas their inter-unit peer connections did not significantly relate to growth in role clarity. Growth in role clarity positively related to subsequent newcomers\u27 job satisfaction and job performance, which were then negatively related to turnover. Study 2\u27s results indicated that sensemaking with fellow newcomers operated as a key mechanism linking the nonlinear relationships between intra-unit newcomer-newcomer relationships and growth in role clarity. (PsycInfo Database Record (c) 2021 APA, all rights reserved)

Mood and the Market: Can Press Reports of Investors’ Mood Predict Stock Prices?

We examined whether press reports on the collective mood of investors can predict changes in stock prices. We collected data on the use of emotion words in newspaper reports on traders’ affect, coded these emotion words according to their location on an affective circumplex in terms of pleasantness and activation level, and created indices of collective mood for each trading day. Then, by using time series analyses, we examined whether these mood indices, depicting investors’ emotion on a given trading day, could predict the next day’s opening price of the stock market. The strongest findings showed that activated pleasant mood predicted increases in NASDAQ prices, while activated unpleasant mood predicted decreases in NASDAQ prices. We conclude that both valence and activation levels of collective mood are important in predicting trend continuation in stock prices

Unwrapping the organizational entry process: Disentangling multiple antecedents and their pathways to adjustment

This 4-wave longitudinal study of newcomers in 7 organizations examined preentry knowledge, proactive personality, and socialization influences as antecedents of both proximal (task mastery, role clarity, work group integration, and political knowledge) and distal (organizational commitment, work withdrawal, and turnover) indicators of newcomer adjustment. Results suggest that preentry knowledge, proactive personality, and socialization influences from the organization, supervisors, and coworkers are independently related to proximal adjustment outcomes, consistent with a theoretical framework highlighting distinct dimensions of organizational and work task adjustment. The proximal adjustment outcomes partially mediated most of the relationships between the antecedents of adjustment and organizational commitment, work withdrawal, and turnover. The period of early entry is one of the most critical phases of organizational life. During this time newcomers determine what their new organization is like and decide whether they “fit in.” Many researchers have proposed that newcomers ’ initial attitudes strongly influence subsequent attitudes and behavior (e.g., Mowday, Porter, & Steers, 1982; Wanous, 1992). Evidence that wor

A quantitative review of mentoring research: Test of a model

Abstract Over the past 25 years, numerous researchers have studied the effects of mentoring on work outcomes. However, several reviewers have noted that many of the observed relationships between mentoring and its outcomes are potentially spurious. To summarize this widely dispersed literature, a quantitative research synthesis was conducted focused on estimating multivariate analytical paths between mentoring and several career outcomes, while holding constant correlates of mentoring including demographics, human capital, and core self-evaluations. The results demonstrate that mentoring does have substantial effects on job and career satisfaction after holding these covariates constant; yet factors such as core self-evaluations, tenure, and education have stronger effects on objective career outcomes. Potential future directions to enrich the study of mentoring and career success are described

Self-Esteem And Extrinsic Career Success: Test Of A Dynamic Model

It has been proposed that one\u27s self-esteem is both a cause and a consequence of one\u27s extrinsic career success, but empirical research examining the direction of these effects is lacking. We tested a model which examines the relationships among self-esteem, education, occupational prestige, and income over a span of seven years during early careers. We use social identity theory to propose that self-esteem will be affected by extrinsic career success, and self-consistency theory to propose that extrinsic career success will be affected by self-esteem. Our results, based on a cross-lagged regression design, suggest that self-esteem increases occupational prestige (β =.22), and income (β =.22), but career outcomes did not alter self-esteem. Implications of these results for the study of self-esteem and careers are explored. © 2007 International Association of Applied Psychology