scholarly journals Turnover rates and organizational performance: A meta-analysis.

2013 ◽  
Vol 98 (2) ◽  
pp. 268-309 ◽  
Author(s):  
Tae-Youn Park ◽  
Jason D. Shaw
Keyword(s):  
Organizational Performance ◽  
Meta Analysis ◽  
Turnover Rates

A Meta-Analytic Review of the Relationship Between Learning Organization and Organizational Performance and Employee Attitudes: Using the Dimensions of Learning Organization Questionnaire

2021 ◽  
pp. 153448432098736
Author(s):  
Boreum Ju ◽  
Yunsoo Lee ◽  
Sunyoung Park ◽  
Seung Won Yoon
Keyword(s):  
Organizational Performance ◽  
National Culture ◽  
Learning Organization ◽  
Meta Analysis ◽  
Negative Relationship ◽  
Employee Attitudes ◽  
Future Research ◽  
Analytic Review ◽  
Dimensions Of Learning ◽  
The Relationship

The purpose of this meta-analysis study is to examine the correlations between the Dimensions of Learning Organization Questionnaire (DLOQ) and frequently examined outcomes including organizational performance and employee attitudes. Positive relationships were found between the DLOQ and organizational performance (e.g., financial, knowledge, and innovative performance) and employee attitudes (e.g., organizational commitment and job satisfaction) and the sub-dimensions (e.g., affective, continuance, and normative commitment), with a notable exception of a negative relationship between the DLOQ and turnover. Because the DLOQ has been used in many countries over the years, this study also examined the influence of national culture on the outcomes. Power distance moderated the relationship between the learning organization and overall organizational performance. Our meta-analytic review makes substantive contributions to the literature on the learning organization concept and the study of national culture as a significant moderator. Implications of these findings and suggestions for future research are discussed.

scholarly journals Exploring the Value and Process of Marketing Strategy: Review of literature

2014 ◽  
Vol 2 (2) ◽  
pp. 7-18
Author(s):  
Nashwan Mohammed Abdullah Saif ◽  
Wang Aimin
Keyword(s):  
Marketing Strategy ◽  
Organizational Performance ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Marketing Capabilities ◽  
Review Of Literature ◽  
Scarce Resources ◽  
Effective Implementation ◽  
Relationship Of ◽  
Value Of Marketing

Marketing strategy represents a key element of success for organizations. Executing an effective marketing strategy is just as important as conceptualizing and creating it. Through marketing strategy implementation firms employ scarce resources through marketing capabilities in order to attain the set goals and targets. In order to illustrate the value of marketing strategy and the process of implementation a detailed literature review was performed. A total of (Number of Studies Depending On the References Count, After Employee Deletion) studies on the topic of marketing strategy have been examined. The meta-analysis uncovers two distinct but related features to marketing strategy content: marketing strategy decisions and marketing strategy decision implementation. The literature also suggests there is a relationship of marketing strategy, and marketing mix elements on organizational performance, and emphasizes a further need to perform conceptual and empirical studies. The originality and value of the review lies in the fact that marketing strategy has been analyzed both in terms of its outcomes and as a process that does not yield satisfactory results without effective implementation.

Reasons for Women to Leave the IT Workforce

2011 ◽  
pp. 1068-1074 ◽  
Author(s):  
Peter Hoonakker ◽  
Pascale Carayon ◽  
Jen Schoepke
Keyword(s):  
Gender Differences ◽  
Labor Force ◽  
Turnover Rate ◽  
Meta Analysis ◽  
Turnover Rates ◽  
It Workforce ◽  
Individual Variables ◽  
The 1960S ◽  
It Personnel ◽  
Annual Turnover

Turnover has been a major issue among information technology (IT) personnel since the very early days of computing as well as nowadays (Moore, 2000; Niederman & Summer, 2003). IT personnel have a strong tendency to frequently switch employers. Annual turnover in the information systems (IS) field ranged between 15% and 20% during the 1960s and the early 1970s. In the late 1970s, the turnover was as high as 28% annually and around 20% in the early 1980s. By the 1990s, the turnover rate reached 25 to 33% annually (Jiang & Klein, 2002). Many large American companies had a 25 to 33% turnover rate among their IS personnel in the late 1990s (Hayes, 1998). Although women represent an increasingly important segment of the labor force, their turnover rate can exceed 2½ times the turnover rate of men (Chusmir, 1982; Cotton & Tuttle, 1986; Davis & Kuhn, 2003; Giacobbe Miller & Wheeler, 1992; Schwarz, 1989). A meta-analysis by Cotton & Tuttle (1986) of 120 datasets showed strong evidence for gender differences in turnover: women are more likely to leave their job than men. Gender differences in turnover are less consistent among nonmanagerial and nonprofessional employees, and are stronger among professional (Cotton & Tuttle, 1986). However, recent evidence suggests that educated women start resembling men with regard to turnover rate and pattern (Griffeth, Hom, & Gaertner, 2000; Royalty, 1998). Educated women are more likely to leave to take on another job, while less educated women are more likely to abandon the labor force (Royalty, 1998). Furthermore, part of the higher turnover rates for women can be explained by individual variables that turnover studies conducted by economists and focused on industry do not consider, such as age, tenure, marital status, occupation and salary (Giacobbe Miller & Wheeler, 1992). In this chapter, we look at gender differences in reasons why IT personnel want to leave their job, and in their intentions once they have left their job.

Red Tape, Organizational Performance, and Employee Outcomes: A Meta- Analysis

2020 ◽  
Vol 2020 (1) ◽  
pp. 11929
Author(s):  
Bert George ◽  
Sanjay K Pandey ◽  
Bram Steijn ◽  
Mieke Audenaert ◽  
Adelien Decramer
Keyword(s):  
Organizational Performance ◽  
Meta Analysis ◽  
Employee Outcomes ◽  
Red Tape

scholarly journals Understanding Heterogeneity in the Performance Feedback – Organizational Responsiveness Relationship: A Meta-Analysis

2019 ◽  
Author(s):  
Hugo Verver ◽  
Marino van Zelst ◽  
Gerardus Johannes Maria Lucas ◽  
Marius Meeus
Keyword(s):  
Organizational Performance ◽  
Performance Feedback ◽  
Performance Indicator ◽  
Meta Analysis ◽  
Theory Of The Firm ◽  
Effect Sizes ◽  
Organizational Responsiveness ◽  
Aspiration Levels ◽  
And Performance ◽  
Indicator Type

Organizational performance feedback theory (PFT), which is derived from the Behavioral Theory of the Firm, has emerged as a key perspective guiding studies investigating how performance relative to aspiration levels (i.e., performance feedback) influences organizational responsiveness. While the PFT literature refers to a core prediction - performance below aspirations induces more responsiveness than performance above aspirations does - empirical evidence reveals considerable conflicting findings. In line with contested issues in the current PFT literature, we propose a series of research questions and more refined predictions, which we elated to specific dimensions of performance feedback (valence, type of aspiration level and performance indicator), type of responsiveness (search versus change), and organizational characteristics (age, form of ownership, and industry). We test these refinements with various meta-analytic approaches, based on 263 effect sizes extracted from 156 studies. Our results demonstrate that the way in which performance feedback influences organizational responsiveness is sensitive to the factors we based our predictions on, with meta-analyzed effect sizes ranging from -0.106 to 0.055. Our findings help to systematically distinguish patterns in the heterogeneity associated with the performance feedback-responsiveness relationship. These results support our contention that more refined explanations, measures, and models of organizational performance feedback are needed.

The Consequences of Knowledge Hiding Behavior in Organizations: A Systematic Literature Review

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Bader Alaydi ◽  
Anuar Shah Bali Mahomed ◽  
NG Siew Imm ◽  
Cheah Jun Hwa
Keyword(s):  
Systematic Review ◽  
Literature Review ◽  
Organizational Behavior ◽  
Organizational Performance ◽  
Design Methodology ◽  
Meta Analysis ◽  
Systematic Review Methodology ◽  
Working Environments ◽  
Hiding Behavior ◽  
Knowledge Hiding

This study aims to provide a systematic review regarding the consequences of knowledge hiding in the organization by ascertaining, synthesizing and evaluating theoretical, methodological and empirical dimensions of other works in the field. Design/methodology/approach: applying systematic review methodology to present the current consequences of knowledge hiding behavior in organizations. Findings: all of the studies indicated that knowledge hiding behavior hurts organizational performance and develop unhealthy working environments. Limitations/ implications: this systematic review is designed only to present a conceptual synthesis of existing works. A meta-analysis to an empirical study to obtain a more detailed framework is encouraged. Originality/value: this study contributes to organizational behavior literature by identifying the consequences of knowledge hiding, presenting the different methodological frameworks used to establish the relationships between knowledge hiding and their consequences, and to introduce the gaps for future researches.

Fairness at the Organizational Level: Examining the Effect of Organizational Justice Climate on Collective Turnover Rates and Organizational Performance

2017 ◽  
Vol 46 (2) ◽  
pp. 118-143 ◽  
Author(s):  
Kuk-Kyoung Moon
Keyword(s):  
Organizational Performance ◽  
Organizational Justice ◽  
Positive Association ◽  
Theory And Practice ◽  
Organizational Level ◽  
Turnover Rates ◽  
Interpersonal Justice ◽  
Individual Level ◽  
Justice Climate ◽  
Collective Turnover

In the continuing quest to understand public employees’ reactions to fair (or unfair) treatment in the workplace, perceived organizational justice has been conceptualized primarily as an individual-level phenomenon. Although individuals create collective perceptions of the fair treatment of their work unit as a whole, little attention has been paid to consequences of justice climate at the organizational level. Using panel data from the U.S. federal government, this study seeks to fill this gap by examining the effect of four dimensions of organizational justice climate—distributive, procedural, informational, and interpersonal—on collective turnover rates and organizational performance. The findings show the negative association of distributive and interpersonal justice climates with turnover rates and the positive association of distributive, procedural, and interpersonal justice climates with organizational performance. Moreover, further analysis confirms that each dimension of justice climate has relative influence on both outcomes. Implications and contributions of these results for public administration theory and practice are discussed.

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