An unfolding model of voluntary employee turnover

Article Abstract:

We report a test of Less and Mitchell's model of voluntary employee departure from an organization. Data gathered from interviews with nurses who had recently quit their jobs and a mailed survey were analyzed qualitatively via pattern matching and quantitatively through correlations, analysis of medians, log linear modeling, and contingency tables. Although the data generally supported the theory, several nonconfirming cases revealed ambiguities in the model and therefore opportunities for improvement. In general, the data indicated that people use different and distinct psychological processes when leaving an organization and that some of these processes may not be consistent with existing turnover theories. Implications for theory and practice are discussed. (Reprinted by permission of the publisher.)

Models, Employee resignations, Employee turnover

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A comparison of just-in-time and batch manufacturing: the role of performance obstacles

Article Abstract:

Employee perceptions of performance obstacles were measured during a conversion to "just-in-time" (JIT) manufacturing methods in which creation of manufacturing "cells" was the major focus of the change. Under the new system, employees perceived fewer problems with parts and work-related information than employees working in a batch system. However, the JIT system intensified several other perceived obstacles related to computer system use, training, scheduling, and reliance on co-workers. These results indicate that, contrary to general expectations, the effects of JIT on employees may not be all positive. The implication for managers is that they should give employee-related issues serious consideration during the implementation of such systems. (Reprinted by permission of the publisher.)

Evaluation, Industrial efficiency, Economic efficiency, Production management, Just in time inventory systems, Just in time systems

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Influence of task interdependence and number of poor performers on diagnoses of causes of poor performance

Article Abstract:

Task interdependence is a variable seldom considered by supervisors when assessing employee performance. Two studies were conducted, one a laboratory experiment with 127 MBA students participating, and a field study conducted through interviews with 46 managers of diverse companies. The findings indicate that supervisors seldom consider the fact that in a high-task interdependence situation, the problem is located in the environment. Instead, supervisors tend to focus on particular employees, a solution that does not correct the problem.

Employee performance appraisals, Performance appraisals, Labor productivity, Performance standards, Job performance standards

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