Tae-Youn Park

Turnover rates and organizational performance: a meta-analysis.

The authors conducted a meta-analysis of the relationship between turnover rates and organizational performance to (a) determine the magnitude of the relationship; (b) test organization-, context-, and methods-related moderators of the relationship; and (c) suggest future directions for the turnover literature on the basis of the findings. The results from 300 total correlations (N = 309,245) and 110 independent correlations (N = 120,066) show that the relationship between total turnover rates and organizational performance is significant and negative (ρ = -.15). In addition, the relationship is more negative for voluntary (ρ = -.15) and reduction-in-force turnover (ρ = -.17) than for involuntary turnover (ρ = -.01). Moreover, the meta-analytic correlation differs significantly across several organization- and context-related factors (e.g., types of employment system, dimensions of organizational performance, region, and entity size). Finally, in sample-level regressions, the strength of the turnover rates-organizational performance relationship significantly varies across different average levels of total and voluntary turnover rates, which suggests a potential curvilinear relationship. The authors outline the practical magnitude of the findings and discuss implications for future organizational-level turnover research.

Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review

Organizational identification has been argued to have a unique value in explaining individual attitudes and behaviors in organizations, as it involves the essential definition of entities (i.e., individual and organizational identities). This review seeks meta-analytic evidence of the argument by examining how this identity-relevant construct functions in the nexus of attitudinal/behavioral constructs. The findings show that, first, organizational identification is significantly associated with key attitudes (job involvement, job satisfaction, and affective organizational commitment) and behaviors (in-role performance and extra-role performance) in organizations. Second, in the classic psychological model of attitude-behavior relations (Fishbein & Ajzen, 1975), organizational identification is positioned as a basis from which general sets of those attitudes and behaviors are engendered; organizational identification has a direct effect on general behavior above and beyond the effect of general attitude. Third, the effects of organizational identification are moderated by national culture, a higher-level social context wherein the organization is embedded, such that the effects are stronger in a collectivistic culture than in an individualistic culture. Theoretical and practical implications of the findings and future research directions are discussed.

A multilevel approach to the effects of pay variation

Abstract In this paper, we review the literature on pay variation (e.g., pay dispersion, pay compression, pay range) in organizations. Pay variation research has increased markedly in the past two decades and much progress has been made in terms of understanding its consequences for individual, team, and organizational outcomes. Our review of this research exposes several levels-related assumptions that have limited theoretical and empirical progress. We isolate the issues that deserve attention, develop an illustrative multilevel model, and offer a number of testable propositions to guide future research on pay structures.

Past, Present and Future Compensation Research Perspectives

Compensation decisions are some of the most important decisions made in organizations, and research in this area has the potential to inform these decisions. Yet compensation has been viewed as a neglected area of HR research. In order to encourage greater quantity and quality of compensation research, this article provides an overview of perspectives of compensation scholars on (1) the future of compensation research, (2) the bridging of individual-level and organization-level compensation research, and (3) the challenges common to publishing compensation research. These comments are based on a professional development workshop conducted at the 2016 Academy of Management meeting focused on encouraging interaction of junior and senior compensation researchers.

What Do Unions Do for Mothers? Paid Maternity Leave Use and the Multifaceted Roles of Labor Unions

The authors present a four-fold conceptual framework of union roles—with a focus on availability, awareness, affordability, and assurance—for enhancing workers’ paid maternity leave use. Using a pa...