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.

Mindfulness has big impacts for performance, decision-making and career longevity

It is no longer a fad, argue Darren J. Good, Christopher J. Lyddy, Theresa M. Glomb and Joyce E. Bon

Contemplating Mindfulness at Work: An Integrative Review

Mindfulness research activity is surging within organizational science. Emerging evidence across multiple fields suggests that mindfulness is fundamentally connected to many aspects of workplace functioning, but this knowledge base has not been systematically integrated to date. This review coalesces the burgeoning body of mindfulness scholarship into a framework to guide mainstream management research investigating a broad range of constructs. The framework identifies how mindfulness influences attention, with downstream effects on functional domains of cognition, emotion, behavior, and physiology. Ultimately, these domains impact key workplace outcomes, including performance, relationships, and well-being. Consideration of the evidence on mindfulness at work stimulates important questions and challenges key assumptions within management science, generating an agenda for future research

Workplace victimization among healthcare workers in Minnesota

This year, more than one million U.S. workers will be kicked, pushed, punched, threatened, or otherwise victimized in the workplace. Workplace victimization is a serious security concern that affects all types of workplaces. However, one large and fast-growing segment of the workforce is most severely affected: healthcare. Approximately 50% of nonfatal workplace victimization occurs in nursing homes, hospitals, social-service settings, and long-term care environments. Despite these high rates, the Occupational Safety and Health Administration (OSHA) says that workplace victimization is underreported in healthcare environments because employees view victimization as “just part of the job.” In addition, victims may hesitate to report incidents because they perceive a lack of organizational support or fear they will be seen as poor performers. This article reports on a study of workplace victimization among Minnesota healthcare workers to determine its frequency and examine how healthcare workers appraise and cope with being victimized. The article summarizes results from two studies. In the first, the authors examined nursing-home workers’ general experiences of being victimized by patients and residents and how workers emotionally and cognitively appraise and cope. In the second study, the authors asked healthcare workers to provide details about how they appraised and coped with the most egregious aggressive event they experienced in the past year. The article concludes with recommendations for addressing the problem of workplace victimization in the healthcare industry