Job satisfaction organizational commitment and t.docx

Job satisfaction organizational commitment and t.docx

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Jobsatisfactionorganizationalcommitmentandt

AntecedentstoTemporaryEmployee’sTurnoverIntentions

JeffreyP.Slattery*

NortheasternStateUniversity-BrokenArrow

3100EastNewOrleans

BrokenArrow,OK74014

918.449.6000Ext.6558

Email

T.T.RajanSelvarajan

UniversityofHouston-Victoria

SchoolofBusiness

14000UniveristyBlvd.

SugarLand,TX77479

2

*AddressallcorrespondencetoJeffreyP.Slattery

RunningHead:

AttecedentstoTemporaryEmployee’sTurnoverIntentions

SubmittedforpossibleinclusionintheprogramfortheOrganizationalBehaviorandOrganizationalTheorytrackattheMarch31-April2,2005MidwestAcademyofManagementsAnnualMeeting.

Abstract

Examiningtheassociationsbetweenjobsatisfaction,organizationalcommitment,andturnoverintentionamongtemporaryemployeeswasthepurposeofthisstudy.Sincetemporaryemployeesareemployedbytemporaryagenciesbutperformtheirworkinclientorganizationstowhichtheyareassigned,thisstudyexaminestemporaryemployeeattitudesinrelationtoturnoverintentionsforboththetemporaryagenciesandtheclientorganizations.Basedontheextantliteratureonworkattitudes,weproposedastructuralmodeldepictinghypothesizedassociationsbetweenjobsatisfaction,organizationalcommitmentandturnoverintentionforboththetemporaryagencyandclientorganization.

DatawascollectedfromtemporaryemployeeswhoworkforalargetemporaryagencythathasfranchisesthroughouttheUnitedStates.Theresponseratewas8.6%（n=1,262）.

Theresults,basedonstructuralequationmodeling,providesupportfornearlyallofthehypothesizedassociationsinthemodel.Concerningtheclientorganization,wefoundpositiveassociationsbetweenjobsatisfactionandorganizationcommitmentandnegativeassociationsbetweenjobsatisfactionandturnoverintentionandorganizationalcommitmentandturnoverintention.Similarresultswerefoundforthetemporaryemployeeattitudesandturnoverintentionstowardthetemporaryagency.Resultsalsoshowedthatjobsatisfactionwiththeclientorganizationwasweaklyassociatedwithorganizationalcommitmentforthetemporaryagencyandorganizationalcommitmentfortheclientorganization.Organizationalcommitmentforthetemporaryagencywasweaklyassociatedwithturnoverintentionforthetemporaryagencyandclientorganization,respectively.Managerialimplicationsoftheseresultsarediscussed.

INTRODUCTION

OrganizationswithintheUnitedStatesareincreasinglyemployingtemporaryworkers.AsurveypublishedbytheBureauofLaborStatistics（2001）revealedthatthereareasmany18millioncontingent（nonpermanent）workers（i.e.temporaryagencyworkers,oncallworkers,contractcompanyworkers,andindependentcontractors）employedbyorganizationsintheUnitedStates.ANationalBureauofEconomicResearch（NBER）reportreportedthatthesubsetoftemporaryworkershasbeengrowingattherateof11%since1990（Estavo&Latch,1999）.InamorerecentNBERreport,laboreconomistsNeumanandReed（2002）identifiedatrendwheretherewasnotonlyanincreaseinthetraditionalareaoftemporaryemployment（e.g.construction,personnelsupplyservices,etc.）butalsoinneweconomyindustriesthatemployhighlyskilledknowledgeworkers.

Managerialuseofcontingentworkershasevolvedfromsimplyameansofcontrollinghumanresourcecostsintousingthistypeworkerasacompetitivetool（vonHippel,Mangum,Greenberger,Skoglind,&Heneman,1997）.Intheory,usingcontingentworkersallowstheorganizationtofocusupontheircorecompetencieswhileallowingthetemporaryworkforcetodealwiththenon-core,butessential,businessfunctions.Asaresult,muchoftodaysAmericanworkforceisfacedwithavastlydifferentworkenvironment.Inspiteoftheincreaseinimportanceoftemporaryworkforce,therehasbeenverylittleresearchthathasaddressedtheissueoftemporaryemployees’work-relatedattitudes（Allen&Seinko,1997）

Managingtemporaryemployeeattitudesisanimportantissuesincemanyorganizationsconsidertemporaryemployeestobeastrategicresource（vonHippel,etal.,1997）.Theuseoftemporaryemployeesworkswellforanorganizationonlywhenmanagedwellbyboththeemployerandtemporaryemployee（vonHippel,et.al.,1997）.Whileissuesrelatedtohowtomanagetemporaryworkershavebeenaddressedinthepractical（management）literature,fewempiricalinvestigationshavebeenperformedwhichstudywhetherwell-supportedassociationsfoundwhenstudyingpermanentemployeesarealsoapplicableforafundamentallydifferenttypeofemployee,namely,thetemporaryemployee.

Oneareaforinquiryisinvestigatingtherelationshipsbetweentemporaryemployees’jobsatisfaction,organizationalcommitment,andturnoverintention.Temporaryemployeesfacearatheruniquesituationinthattheyidentifywithtwoorganizations,theclientorganizationwheretheyareassignedtoworkandthetemporaryagencyorganizationwhichistheirnominalemployer.Thereisaneedtoexaminetheserelationshipsastheypertaintotemporaryemployees’workbeingperformedintheclientorganizationinadditiontostudyingtheserelationshipsastheypertaintothetemporaryagencies,theiremployers.

Insummary,theuseoftemporaryworkersbyorganizationsintheUnitedStatesisincreasing.Organizationsarenotonlyseekingtocontrolhumanresourcecosts,butalsousingtemporaryworkersasastrategicresource.Sincetheimportanceofsuccessfullymanagingthistypeofworkerisbecomingmoreapparent,managersmustlearnhowto“manage”theseworkers.Thepurposeofthisexploratorystudywastoexaminewhetherthepreviouslyfoundassociationsbetweenwork-relatedattitudeswouldbereplicatedfornotonlythetemporaryemployeeswork-relatedattitudesinrelationtothecompaniesinwhichtheyareperformingthework,butalsoinrelationtothetemporaryagencieswhoemploythetemporaryemployees.

LITERATUREREVIEW

StructuralModel

Themodeldepictingthehypothesizedrelationshipsbetweenthetemporaryemployees’attitudesandturnoverintentionsisshowninFigure1.Themodelshowstherelationshipsbetweenemployeeattitudevariableswithrespecttobothclientorganizationsandtemporaryagencies.

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InsertFigure1here.

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Therehavebeenseveralmodelsofturnoverproposedinthelasttwodecades.HornandGriffeth（1995）andMaertzandCampion（1998）providecomprehensivesummariesofthevarioustheoreticalframeworks.Pastinvestigationshaveshownthatjobsatisfactionandorganizationalcommitmentareantecedentstoturnoverintention（HornandGriffeth,1995）.Inlinewiththeseresults,intheproposedmodel,jobsatisfactionandorganizationalcommitmentaredepictedasantecedentstoturnoverintention.Forthisstudy,jobsatisfactionwasdefinedaspositiveemotionsanemployeehastowardhisorherjob（Locke,1976）;organizationalcommitmentastheextenttowhichindividualsfeelloyaltotheirorganization（Price,1997）;andturnoverintentionasone’spropensitytoleave（Lyons,1971）.

Thereisasubstantialbodyofliteraturethathasreportedthatjobsatisfactionisnegativelyrelatedtoturnoverintention（Griffeth,Horn,&Gaertner,2000;Currivan,1999）.Extendingthesefindingstothecurrentresearch,inthemodelthereisadirectpathbetweenjobsatisfactionandturnoverintention.Thehypothesizedrelationshipsarethatsatisfactionwithaspectsofthejobrelatedtothetemporaryagencywillbenegativelyrelatedtointentiontoquitthetemporaryagencyandsatisfactionwithaspectsofthejobrelatedtotheclientorganizationwillbenegativelyrelatedtointentiontoquittheclientorganization.

Therearenumerousinvestigationsthathavestudiedtherelationshipbetweenorganizationalcommitmentandjobsatisfaction（Currivan,1999）.Thenatureofthecausalrelationshipbetweenjobsatisfactionandorganizationalcommitmentisanissuethathasnotbeenresolved.Thepredominantviewisthatjobsatisfactionisanantecedenttoorganizationalcommitment（Lincoln&Kalleberg,1990;Mowday;Porter,&Steers,1982;Mueller,Boyer,Price,&Iverson,1994;Williams&Hazer,1986）.Thereisalsosomesupportforthereversecausalordering,organizationalcommitmentasanantecedenttojobsatisfaction（Vandenberg&Lance,1992）.Arecentmeta-analysisonturnoverresearchindicatesthatorganizationalcommitmentpredictsturnoverbetterthanjobsatisfaction（Griffeth,etal.,2000）.Thesefindingssuggestthatjobsatisfactionmaybeamoredistalinfluenceuponturnoverintentionsthanorganizationalcommitment.Basedonthisfindingfromthemeta-analysisandthedominantviewinthesatisfaction–commitmentresearch,thehypothesizedmodelproposesthatjobsatisfactionisanantecedenttoorganizationalcommitmentwhichisturnoverintention’santecedent.

Again,thereisasubstantialbodyofresearchthathasfoundthatorganizationalcommitmentisnegativelyrelatedtointentiontoquit.（Horn&Griffith,1995;Mathieu&Zajac,1990;Mowday,etal.,1982）.Extendingthesefindingstothecurrentresearch,organizationalcommitmentforthetemporaryagencywillbenegativelyrelatedtointentiontoquitthetemporaryagency;likewise,organizationalcommitmentfortheclientorganizationwillbenegativelyassociatedwithintentiontoquittheclientorganization.Inlinewithourpreviouslyhypothesizedrelationshipsthataresupportedbytheliterature,itispossiblethattheinfluencesthevariableshaveononeanotherwillalsobefoundwhenmixingthetwotypesoforganizations.Forexample,jobsatisfactiontowardthetemporaryagencym