ABSTRACT
Recent research suggests that the turnover process is not fully captured by the traditional sequential model relating job dissatisfaction to subsequent turnover. The present study contributes to this research by modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process. Specifically, the authors hypothesized that low satisfaction would precede a voluntary job change, with an increase in job satisfaction immediately following a job change (the honeymoon effect), followed by a decline in job satisfaction (the hangover effect). Though this pattern is suggested in the literature, no prior research has integrated and tested this complete temporal model within individuals. Findings based on a sample of managers supported the proposed honeymoon-hangover effect.
Subject(s)
Career Choice , Job Satisfaction , Personnel Selection , Personnel Turnover , Adaptation, Psychological , Adult , Female , Humans , Individuality , Male , Middle Aged , WorkplaceABSTRACT
The authors investigate a previously overlooked yet important objective for employee job search--seeking leverage against the current employer. They explore the outcomes and correlates of leverage-seeking search and how it may differ from the more traditional objective for engaging in job search--to change jobs. Results show that leverage-seeking and separation-seeking search objectives associate with different outcomes. The authors also find that characteristics of the work situation and individual differences associate with leverage-seeking search and relate differently with the 2 job search objectives. Implications for practice and the advancement of job search research are discussed.
Subject(s)
Employment , Exploratory Behavior , Follow-Up Studies , Humans , RewardABSTRACT
El libro se basa en las cuatro fases fundamentales del modelo de diagnóstico para la dirección de recursos humanos: 1) evaluar las condiciones de la organización, tanto internas como externas, a las que se enfrentan los directores de recursos humanos, 2) planifificar y establecer los objetivos de recursos humanos en la organización, para que se basen en estas condiciones, 3) Seleccionar las acciones apropiadas de recursos humanos mediante las cuales se alcanzarán los objetivos deseados, 4) evaluar los resultados. Con el fin de ayudar a tomar decisiones eficaces en cuanto a los recursos humanos, a lo largo del libro se analizarn tres tareas básicas: a) examinar la teoría y la investigación actuales relacionadas con la dirección de recursos humanos; b) analizar el estado cambiante de las prácticas entre los empresarios; c) desarrollar habilidades propias para la toma de decisiones
