Leadership, Perceptions, and Turnover Intentions: Why Stay?
Nelson,Joel A. & Daniels, Michael K. (2014). Leadership, Perceptions, and Turnover Intentions: Why Stay?. EJBO - Electronic Journal of Business Ethics and Organization Studies, 19 (1), 6-13. Retrieved from http://ejbo.jyu.fi/pdf/ejbo_vol19_no1.pdf
Julkaistu sarjassaEJBO : Electronic Journal of Business Ethics and Organizational Studies
© Business and Organization Ethics Network (BON)
The purpose of the quantitative correlational study was to highlight the variable relationships between tenure, perceptions, job satisfaction, and turnover intentions for a sample consisting of individuals working for managers who were previously peers. The study incorporated a quantitative correlational structure and the rationale for choosing the structure for the initiative was to aid in the analysis of sample data gathered using Likert-type surveying tools regarding the variables chosen for the initiative. The findings, through conducting statistical analysis, highlighted significant correlation between job satisfaction and turnover intentions and significant correlation between perceptions of managers and job satisfaction, which were both in line with previous research but also highlighted a disconnect from previous research by depicting no significant correlation between tenure and the other variables assessed. Unlike previous findings, tenure depicted insignificant correlation to job satisfaction and turnover intentions. The primary differentiating characteristic of the research was the clear delineation between hiring practices and the sample population that consisted of employees who work for a former peer. ...