A social exchange model of employee withdrawal

Pao Yue-kong Library Electronic Theses Database

A social exchange model of employee withdrawal

 

Author: Chan, Ching-kit
Title: A social exchange model of employee withdrawal
Degree: D.B.A.
Year: 2001
Subject: Labor turnover
Hong Kong Polytechnic University -- Dissertations
Department: Dept. of Management
Pages: xi, 223 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1604140
URI: http://theses.lib.polyu.edu.hk/handle/200/721
Abstract: Employee turnover is an important topic to both researchers and business managers because of the high costs organizations incur when employees depart. In addition, high employee turnover may have dysfunctional psychological effects on employees who stay. In service industries, high employee turnover creates additional issues. The high involvement of personnel in the service delivery process means that employees' departures may lead to deterioration of service quality or loss of customers to competitors. This thesis aims at postulating a parsimonious model to address the issue of employee withdrawal. The model was tested with a sample of investment professionals working in Hong Kong SAR. Employing social exchange theory and the norm of reciprocity as the theoretical underpinnings of the withdrawal model was particularly relevant to the Chinese cultural heritage with its emphasizing on interpersonal relationships. The design involved studying two levels of exchanges within organizations: subordinate-organization and subordinate-supervisor. The model proposed organizational mediators (organizational trust and perceived organizational support) and supervisory mediators (trust in supervisor and perceived supervisory support) as intervening variables. These variables were hypothesized to mediate relationships between organization factors (psychological contract violation, distributive justice and procedural justice) and organizational commitment, and between supervisor factors (interactional justice, leader-member exchange and role modeling) and job satisfaction. These two attitudinal constructs (organizational commitment and job satisfaction) then affected employees' withdrawal behaviors. Instead of measuring the actual turnover of employees, the study measured both organizational and work withdrawal behaviors. Data on employees' work withdrawal were collected from both the subordinates and their supervisors. Results supported the social exchange theory and highlighted the important elements existing between parties in social exchange relationships, namely trust and support. Future study directions are discussed and managerial implications for researchers and practitioners are offered.

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