员工离职意向和自愿离职的过程对工作绩效的影响[文献翻译]

本科毕业论文（设计） 外文翻译 外文题目 The impact of job performance on employee turnover intentions and the voluntary turnover process 外文出处 Darnold.Personnel Review Vol. 38 No.2，2009p. 142-158 外文作者 Ryan D. Zimmerman，Todd C 原文： The impact of job performance on employee turnover intentions and the voluntary turnover process Ryan D. Zimmerman，Todd C Intentions to quit Until the mid to late 1970s, most attitude-based turnover models posited direct links between employee attitudes, such as job satisfaction, and the act of quitting (Brayfield and Crockett, 1955; Vroom, 1964). However, organizational researchers typically found only modest relationships between these attitudinal variables and voluntary turnover. In his 1976 review of the nature and consequences of job satisfaction, Locke (1976) noted that correlations between job satisfaction and voluntary turnover were often found to be moderate at best. In contrast, in reviewing the turnover and absenteeism literature, Porter and Steers (1973) suggested that a greater emphasis should be placed on understanding the turnover decision process. Specifically, they suggested that“intent to leave” is a likely mediator to the attitude-behavior relationship and represents the last step prior to quitting. In 1975, Fishbein and Ajzen provided a theoretical basis for focusing on behavioral intentions. Their theory of attitudes postulates that “the best single predictor on an individual’s behavior will be a measure of his intention to perform that behavior” (Fishbein and Ajzen, 1975, p. 369). Finally,Mobley (1977) hypothesized a model of the intermediate linkages between job satisfaction and voluntary turnover, which outlined several cognitive decisions made by an employee between experiencing job dissatisfaction and leaving the organization. These steps include thinking of quitting, evaluation of the expected utility of searching for a new job and the cost of quitting, intention to search, searching for alternatives, evaluation of alternatives, comparison of alternatives with the current job, and intent to quit. One important question that Mobley’s 1977 model raised was whether all of the decisions made in the model had substantive validity. Several primary studies conducted to test Mobley’s model found that many of the model linkages were not significant, had small effects, or had signs that opposed the predicted relationship (e.g.Hom et al., 1984; Miller et al., 1979). Utilizing meta-analytic results in their test of a structural model of turnover, Hom et al. (1992) found that within a model that included thoughts of quitting, search intention, and intent to quit as mediators in the job satisfaction-voluntary turnover relationship, only intent to quit fully mediated the satisfaction-turnover relationship. Further, in their meta-analytic path analysis, Tett and Meyer (1993) determined that the best fitting turnover model had turnover intentions as fully mediating the relationship between job satisfaction and voluntary turnover. As shown by these empirical results, while there are multiple turnover cognitions relevant to turnover, their usefulness over and above intentions to quit is problematic. Unfortunately, the authors of neither meta-analytic path analysis chose to include job performance in their model. Because of this, how employees’ performance affects the voluntary turnover process is unclear. Job performance and turnover intentions and behaviors Job performance is likely to impact voluntary turnover indirectly through intentions to quit, as well as have direct effects on voluntary turnover. This direct effect on voluntary turnover manifests itself as unplanned quitting. Based on Lee and Mitchell’s (1994) unfolding model of turnover, employees may respond to “shocks” in the work environment that cause them to think of quitting their jobs. Specifically, Allen and Griffeth (1999) note that such shocks could happen when employees receive negative feedback during informal performance feedback or during their formal performance appraisals, which could lead to intentions to quit or immediate quitting. Further, based on expectancy theory (Vroom, 1964), negative job performance appraisals may signal to employees that they are unlikely to receive valued outcomes from the organization (e.g. pay raises or promotions) or that they may be fired. These undesirable outcomes may lead them to cogitate as to whether to leave their organizations rather than face unpleasant and potentially psychological harmful circumstances. Finally, as noted by Hom and Griffeth (1995), in order to allow poor performing employees to “save face” or to avoid negative consequences of terminating employees (e.g. lawsuits or unemployment compensation), organizations sometimes “encourage” such employees to quit, rather than firing them. This circumstance could yield a direct impact on turnover intentions and/or turnover decisions. H1. Job performance has a negative relationship with intentions to quit. H2. Intentions to quit partially mediates the relationship between job performance and voluntary turnover. Mediating role of job satisfaction Within the turnover model, job satisfaction will likely partially mediate the job performance-intent to quit relationship. This belief is grounded in expectancy theory,which states that high performance leads to greater rewards (both extrinsic and intrinsic) which in turn increases job satisfaction (Lawler and Porter, 1967). Considerable research has shown a moderate relationship between job performance and job satisfaction (r 0.30, k 312, n 54,417, Judge et al., 2001), with a handful of studies finding support for a causal relationship in which job performance impacts job satisfaction (e.g. Siegel and Bowen, 1971; Stumpf and Hartman, 1984). Job satisfaction likely influences turnover intentions and behaviors based on Fishbein and Ajzen’s (1975) attitudes-intentions-behaviors model. Attitudes toward the job impact the beliefs about the consequences or utility of leaving the organization which ultimately leads to actual turnover behaviors. In one of the earliest expositions on job satisfaction, Hoppock (1935, p. 5) stated that “Whether or not one finds his employment sufficiently satisfactory to continue in it . . . is a matter of the first importance to employer and employee.”. As such, organizational researchers place job satisfaction as an important antecedent in the turnover process. In fact, almost all theoretical turnover models contain the relationship between job satisfaction, intent to quit, and actual turnover behaviors at their core. Empirically, job satisfaction has been