Turnover intentions: Do the community, organization, and leadership matter?

4 December, 2015 Janelle Wells Uncategorized, no comments
Janelle E. Wells, Ph.D. University of South Florida One of Dr. Wells most recently published articles entitled Examining the influence of transformational leadership, leader-member exchange, organizational commitment, job embeddedness and job search on turnover intentions of Division I senior administrators can be found in the Leadership & Organizational Development Journal. In today’s ever changing job market, what variables influence an employee’s decision to stay or leave an organization? Could it be the leadership of the organization, the relationship with those in leadership positions, one’s own commitment to the organization or the city itself? Between the ages of 18 and 46, on average, and American has held 11 jobs (Bureau of Labor Statistics, 2012). Voluntary employee turnover, or the process when an individual makes the decision to leave an organization, can be dysfunctional and detrimental to organizations, and it often results in high costs to the employer (Hom & Griffith, 1995), which makes it an invaluable area of inquiry to research. Thus, the purpose of this study was to examine the influence of transformational leadership, organizational commitment, job embeddedness, and job search behaviors on voluntary turnover intentions among athletic administrators in intercollegiate athletics departments in the United States (US). Since transformational leaders are able to create a vision and foster a sense of belonging to the organization, it is an important element in mitigating employee turnover intentions (Tse & Lam, 2008; Wells & Welty Peachey, 2011). Emerging literature has revealed transformational leadership and organizational commitment have a negative relationship with job search behaviors, which occurs when “effort and time are expended to acquire information about labor market alternatives and to generate employment opportunities” (Boswell, Zimmerman, & Swider, 2012, p. 129). Subsequently, employees who are committed and maintain a relationship with the motivating and inspiring transformational leader, will be less likely to engage in job search behaviors. When compared to organizational commitment, job embeddedness includes factors outside the workplace that may not be affective in nature, meaning embeddedness takes into account contextual factors like home ownership. Therefore, employees highly embedded, or strongly linked to their organization and/or community, may be less likely to search for new job opportunities. To investigate these relationships, the dynamic and ever-changing landscape in the US intercollegiate athletic administration was assessed. Results from 196 participants indicated that organizational commitment and job search behavior did not influence the relationship between transformational leadership and turnover intentions. However, job embeddedness did influence the relationship between organizational commitment and job search behaviors. In short, employees with low commitment and job embeddedness exhibited more job search behaviors. While the study results should not be generalized outside of this unique setting, the findings further the understanding of variables influencing voluntary turnover intentions. Practically, managers should focus on workplace job embeddedness with flexible scheduling, employee input, and enhanced work-life balance (Felps et al., 2009) as well as support embeddedness in the community. The full article can be found: Welty Peachey, J., Burton, L. J., & Wells, J. E. (2014). Examining the influence of transformational leadership, organizational commitment, job embeddedness, and job search behaviors on turnover intentions in intercollegiate athletics. Leadership & Organization Development Journal, 35(8), 740 – 755. Permanent link to this document: To contact the author, Janelle E. Wells, Ph.D., email

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