Job satisfaction organizational commitment and t.docx

1、Job satisfaction organizational commitment and tAntecedents to Temporary Employees Turnover IntentionsJeffrey P. Slattery*Northeastern State University-Broken Arrow3100 East New OrleansBroken Arrow, OK 74014918.449.6000 Ext. 6558EmailT.T. Rajan SelvarajanUniversity of Houston-VictoriaSchool of Busin

2、ess14000 Univeristy Blvd.Sugar Land, TX 774792* Address all correspondence to Jeffrey P. SlatteryRunning Head: Attecedents to Temporary Employees Turnover IntentionsSubmitted for possible inclusion in the program for the Organizational Behavior and Organizational Theory track at the March 31-April 2

3、, 2005 Midwest Academy of Management s Annual Meeting.AbstractExamining the associations between job satisfaction, organizational commitment, and turnover intention among temporary employees was the purpose of this study. Since temporary employees are employed by temporary agencies but perform their

4、 work in client organizations to which they are assigned, this study examines temporary employee attitudes in relation to turnover intentions for both the temporary agencies and the client organizations. Based on the extant literature on work attitudes, we proposed a structural model depicting hypot

5、hesized associations between job satisfaction, organizational commitment and turnover intention for both the temporary agency and client organization.Data was collected from temporary employees who work for a large temporary agency that has franchises throughout the United States. The response rate

6、was 8.6% (n = 1,262).The results, based on structural equation modeling, provide support for nearly all of the hypothesized associations in the model. Concerning the client organization, we found positive associations between job satisfaction and organization commitment and negative associations bet

7、ween job satisfaction and turnover intention and organizational commitment and turnover intention. Similar results were found for the temporary employee attitudes and turnover intentions toward the temporary agency. Results also showed that job satisfaction with the client organization was weakly as

8、sociated with organizational commitment for the temporary agency and organizational commitment for the client organization. Organizational commitment for the temporary agency was weakly associated with turnover intention for the temporary agency and client organization, respectively. Managerial impl

9、ications of these results are discussed.INTRODUCTIONOrganizations within the United States are increasingly employing temporary workers. A survey published by the Bureau of Labor Statistics (2001) revealed that there are as many 18 million contingent (nonpermanent) workers (i.e. temporary agency wor

10、kers, on call workers, contract company workers, and independent contractors) employed by organizations in the United States. A National Bureau of Economic Research (NBER) report reported that the subset of temporary workers has been growing at the rate of 11% since 1990 (Estavo & Latch, 1999). In a

11、 more recent NBER report, labor economists Neuman and Reed (2002) identified a trend where there was not only an increase in the traditional area of temporary employment (e.g. construction, personnel supply services, etc.) but also in new economy industries that employ highly skilled knowledge worke

12、rs.Managerial use of contingent workers has evolved from simply a means of controlling human resource costs into using this type worker as a competitive tool (von Hippel, Mangum, Greenberger, Skoglind, & Heneman, 1997). In theory, using contingent workers allows the organization to focus upon their

13、core competencies while allowing the temporary workforce to deal with the non-core, but essential, business functions. As a result, much of today s American workforce is faced with a vastly different work environment. In spite of the increase in importance of temporary work force, there has been ver

14、y little research that has addressed the issue of temporary employees work-related attitudes (Allen & Seinko, 1997)Managing temporary employee attitudes is an important issue since many organizations consider temporary employees to be a strategic resource (von Hippel, et al., 1997). The use of tempo

15、rary employees works well for an organization only when managed well by both the employer and temporary employee (von Hippel, et. al., 1997). While issues related to how to manage temporary workers have been addressed in the practical (management) literature, few empirical investigations have been p

16、erformed which study whether well-supported associations found when studying permanent employees are also applicable for a fundamentally different type of employee, namely, the temporary employee.One area for inquiry is investigating the relationships between temporary employees job satisfaction, or

17、ganizational commitment, and turnover intention. Temporary employees face a rather unique situation in that they identify with two organizations, the client organization where they are assigned to work and the temporary agency organization which is their nominal employer. There is a need to examine

18、these relationships as they pertain to temporary employees work being performed in the client organization in addition to studying these relationships as they pertain to the temporary agencies, their employers.In summary, the use of temporary workers by organizations in the United States is increasi

19、ng. Organizations are not only seeking to control human resource costs, but also using temporary workers as a strategic resource. Since the importance of successfully managing this type of worker is becoming more apparent, managers must learn how to “manage” these workers. The purpose of this explor

20、atory study was to examine whether the previously found associations between work-related attitudes would be replicated for not only the temporary employees work-related attitudes in relation to the companies in which they are performing the work, but also in relation to the temporary agencies who e

21、mploy the temporary employees.LITERATURE REVIEWStructural ModelThe model depicting the hypothesized relationships between the temporary employees attitudes and turnover intentions is shown in Figure 1. The model shows the relationships between employee attitude variables with respect to both client

22、organizations and temporary agencies.-Insert Figure 1 here. -There have been several models of turnover proposed in the last two decades. Horn and Griffeth (1995) and Maertz and Campion (1998) provide comprehensive summaries of the various theoretical frameworks. Past investigations have shown that

23、job satisfaction and organizational commitment are antecedents to turnover intention (Horn and Griffeth, 1995). In line with these results, in the proposed model, job satisfaction and organizational commitment are depicted as antecedents to turnover intention. For this study, job satisfaction was de

24、fined as positive emotions an employee has toward his or her job (Locke, 1976); organizational commitment as the extent to which individuals feel loyal to their organization (Price, 1997); and turnover intention as ones propensity to leave (Lyons, 1971).There is a substantial body of literature that

25、 has reported that job satisfaction is negatively related to turnover intention (Griffeth, Horn, & Gaertner, 2000; Currivan, 1999). Extending these findings to the current research, in the model there is a direct path between job satisfaction and turnover intention. The hypothesized relationships ar

26、e that satisfaction with aspects of the job related to the temporary agency will be negatively related to intention to quit the temporary agency and satisfaction with aspects of the job related to the client organization will be negatively related to intention to quit the client organization. There

27、are numerous investigations that have studied the relationship between organizational commitment and job satisfaction (Currivan, 1999). The nature of the causal relationship between job satisfaction and organizational commitment is an issue that has not been resolved. The predominant view is that jo

28、b satisfaction is an antecedent to organizational commitment (Lincoln & Kalleberg, 1990; Mowday; Porter, & Steers, 1982; Mueller, Boyer, Price, & Iverson, 1994; Williams & Hazer, 1986). There is also some support for the reverse causal ordering, organizational commitment as an antecedent to job sati

29、sfaction (Vandenberg & Lance, 1992). A recent meta-analysis on turnover research indicates that organizational commitment predicts turnover better than job satisfaction (Griffeth, et al., 2000). These findings suggest that job satisfaction may be a more distal influence upon turnover intentions than

30、 organizational commitment. Based on this finding from the meta-analysis and the dominant view in the satisfaction commitment research, the hypothesized model proposes that job satisfaction is an antecedent to organizational commitment which is turnover intentions antecedent.Again, there is a substa

31、ntial body of research that has found that organizational commitment is negatively related to intention to quit. (Horn & Griffith, 1995; Mathieu & Zajac, 1990; Mowday, et al., 1982). Extending these findings to the current research, organizational commitment for the temporary agency will be negative

32、ly related to intention to quit the temporary agency; likewise, organizational commitment for the client organization will be negatively associated with intention to quit the client organization. In line with our previously hypothesized relationships that are supported by the literature, it is possible that the influences the variables have on one another will also be found when mixing the two types of organizations. For example, job satisfaction toward the temporary agency m