Job Search Behavior of Employed Managers

Job search typically has been thought of as an antecedent to voluntary turnover or job choice behavior. This study extends the existing literature by proposing a model of the job search process and examining the job search behavior of employed managers. Managers were initially surveyed about their job search activity over the past year. Approximately one year later, the same managers were surveyed to assess whether they had changed jobs since the initial survey, and the circumstances surrounding the job change. This survey data was matched with job, organizational, and personal information contained in the data base of a large executive search firm. Results suggest that dissatisfaction with different aspects of the organization and job were more strongly related to job search than were perceptions of greener pastures. Moreover, although some job search activity does facilitate turnover, a considerable amount of search does not lead to turnover. Thus, it appears that search serves many purposes. Implications of managerial job search on organizations are discussed

The preservation of order: the use of common approach among staff toward clients in long-term psychiatric care

The authors performed this grounded theory study to gain a deeper understanding of the kinds of social processes that lead to a need among psychiatric nursing staff to reach a common approach on how to act toward individual clients in long-term psychiatric care. They present a theory about the development of such common approaches among staff. The main findings were that in psychiatric group dwellings, when the internal order is perceived as having been disturbed, the staff preserve or restore the internal order by formulating and reaching a common approach. The staff negotiated with each other to achieve an agreement on how to act and behave toward the individual client. The authors isolate and describe different types of order-disturbing incidents and the common approaches taken by the staff in dealing with them. However, their data also show that staff often had difficulties in maintaining a common approach over time