Unemployment, job satisfaction, and employee turnover: a meta-analytic test of the Muchinsky model

Article Abstract:

We conducted a meta-analysis to determine the relation between satisfaction-turnover correlations across studies and unemployment rates at the time those studies were conducted. On the basis of theoretical work by Muchinsky and Morrow (1980), we hypothesized that low relations would be found in studies conducted during times of high unemployment and limited employment opportunity, and high relations would be found in studies conducted during times of low unemployment and expanded opportunity. Results supported the hypothesis; correlations were found that ranged from -.18 to -.52 between unemployment rates and the magnitude of satisfaction-turnover relations across studies. A similar analysis was conducted for the relation between intention to quit and turnover. The correlations between the intention-turnover relation and unemployment were similar in magnitude to the corresponding satisfaction correlations, indicating that the behavioral-intention-turnover relation is also moderated by economic alternatives. Severe methodological problems with a similar study, which indicated the opposite results (Shikiar & Freudenberg, 1982), are discussed. (Reprinted by permission of the publisher.)

Unemployment, Job satisfaction, Employee turnover

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Delay and distortion: tactic influences on performance appraisal effectiveness

Article Abstract:

A laboratory study of performance appraisal delay and distortion (a) investigated the effects of rater gender, performance level, and feedback requirement, and (b) defined feedback delay as the separate components of appraisal delay and feedback session scheduling delay. Subjects were 64 university business students who had at least 6 months of supervisory experience. Female raters delayed longer when conducting performance appraisals and when scheduling feedback sessions with subordinates, and more positively distorted ratings than did male raters. Moderately low performers were evaluated and scheduled for feedback sessions later, and were evaluated with more positive distortion then were moderately high performers. When required to provide feedback, raters delayed longer appraising performance and distorted ratings more positively. Significant interactions suggest that when feedback is required, female raters may delay appraisals, delay scheduling feedback sessions, and more positively distort their ratings of performance, particularly when rating low performers. (Reprinted by permission of the publisher.)

Research, Performance, Employee performance appraisals, Performance appraisals

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