New Horizons in Management series
Edited by George Saridakis and Cary L. Cooper
Chapter 11: A role perspective on turnover intentions: examining behavioral predictors
Stable human resources are necessary to execute both business strategies and work plans continuously, and thereby build competitive strengths in an industry. Goodwin et al. (2011) argue that employee turnover is critical because high turnover means organizations must invest more to attract and replace human capital. Haines and Sumner (2013) suggest that predicting behavioral outcomes is important, but remains challenging. Scholars point out that predictive validity lessens when an implicit measure is constructed such that it is too general to connect to specific behaviors. Therefore, this chapter focuses on employee behaviors for two reasons. First, behaviors are observable and influenced less by social desirability than are cognitions and attitudes. Second, the results are easier for organizations to use when designing and executing related improvement programs. According to the theory of role strain (Goode, 1960), role issues exist in many social contexts, and they explain and analyze many issues in work and family fields. This chapter combines role theory and behavioral measures to examine the effects of role behaviors on turnover intentions. We categorize work role behaviors into three forms: intra-work role behaviors, extra-work role behaviors, and inter-work and family role behaviors.
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