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Quitting The Boss? The Role Of Manager Influence Tactics And Employee Emotional Engagement In Voluntary Turnover, Christopher S. Reina, Kristie M. Rogers, Suzanne J. Peterson, Jrus Byron, Peter W. Hom

Management Faculty Research and Publications

Employees commonly cite their managers’ behavior as the primary reason for quitting their jobs. We sought to extend turnover research by investigating whether two commonly used influence tactics by managers affect their employees’ voluntary turnover and whether employees’ emotional engagement and job satisfaction mediate this relationship. We tested our hypotheses using survey data collected at two time points from a sample of financial services directors and objective lagged turnover data. Using multilevel path modeling, we found that managers’ use of pressure and inspirational appeals had opposite effects on employee voluntary turnover and that employees’ emotional engagement was a significant and …

Development Of An Occupational Embeddedness Measure, Gary A. Adams, Jennica R. Webster, Danelle M. Buyarski

Management Faculty Research and Publications

Purpose

The purpose of this paper is to develop a measure of occupational embeddedness.

Design/methodology/approach

The construct of occupational embeddedness was defined in terms of the forces that bind people to their occupation. Then a four-part study was conducted to develop a measure of it.

Findings

In Part 1, items were developed and judgmental evidence for their content validity was generated. In Part 2 the initial psychometric characteristics were examined. The results supported the internal consistency reliability and factor structure of the measure. In Part 3, Part 2 was replicated and showed that occupational embeddedness had a negative relationship to …