Todd C. Darnold

The impact of job performance on employee turnover intentions and the voluntary turnover process A meta-analysis and path model

Purpose – The purpose of this paper is to estimate the strength of the relationship between job performance and intentions to quit (ITQ), identify moderators to this relationship, and calculate the direct and indirect effects that job performance has on ITQ and turnover.Design/methodology/approach – Data from 65 studies (n=17,918) were meta‐analyzed to estimate the performance‐ITQ relationship. This overall sample was separated into subgroups for moderator analyses. Meta‐analytic path analysis was used to test the hypothesized model of turnover.Findings – Supervisor ratings of performance had the strongest relationship with ITQ (ρ=−0.16), followed by self‐ratings (ρ=−0.14), and objective measures (ρ=−0.02). Employee nationality and job type also acted as moderators. Poor performers are more likely to quit even after controlling for job satisfaction and turnover intentions, indicating that they are more apt to engage in unplanned quitting. Good performers were slightly more likely to intend to quit after c...

Exploring the Handshake in Employment Interviews

The authors examined how an applicants handshake influences hiring recommendations formed during the employment interview. A sample of 98 undergraduate students provided personality measures and participated in mock interviews during which the students received ratings of employment suitability. Five trained raters independently evaluated the quality of the handshake for each participant. Quality of handshake was related to interviewer hiring recommendations. Path analysis supported the handshake as mediating the effect of applicant extraversion on interviewer hiring recommendations, even after controlling for differences in candidate physical appearance and dress. Although women received lower ratings for the handshake, they did not on average receive lower assessments of employment suitability. Exploratory analysis suggested that the relationship between a firm handshake and interview ratings may be stronger for women than for men.

Toward the Measurement of Perceived Leader Integrity: Introducing a Multidimensional Approach

Even though books and articles in the popular business press consider leader integrity an essential quality of effective leaders, business research has yet to establish firmly the nature of leader integrity and its causes and effects. One reason why integrity research may still be in its early stages is the failure of the literature to describe leader integrity fully and to use such descriptions to develop construct valid measures. Drawing on implicit leadership theory, which states that followers categorize leaders based on multiple traits, attributes and past experiences, this article argues for a multidimensional approach to a leader integrity definition and measurement. The article offers two proof-of-concept tests of how followers may make attributions of leader integrity. Results support two hypotheses suggesting that when making attributions of leader integrity followers use complex information that comes from diverse sources and the information may include judgements of both the moral values of leaders and whether the leader espouses and enacts these values consistently.

Understanding How Perceived Leader Integrity Affects Follower Trust: Lessons From the Use of Multidimensional Measures of Integrity and Trust:

Even though much research has emerged recently supporting the importance of perceived leader integrity judgments on how followers develop trust in their leaders, our efforts to understand possible mechanisms for these relationships have not yet yielded detailed explanations. One reason for this is that most research on perceived leader integrity and trust has used unidimensional measures of each construct, even though recent research has called for more complex treatments of them. The purpose of this study is to couple the use of a recently developed, multidimensional measure of perceived leader integrity with a multidimensional measure of trust to examine possible explanations of how they relate. Results support the value of modeling perceived integrity in two dimensions and support a more nuanced model of how integrity may affect trust when trust is similarly modeled as multiple dimensions. We discuss the implications of these findings for our understanding of how leader integrity may affect trust and other outcomes.