In this title, first published in 1996, the author uses the locus of control personality construct to show how workers who believe they can influence life events (internals) perceive and evaluate work conditions differently than workers who believe that life events are beyond their control (externals). The author also develops a social exchange model of quitting which takes advantage of the positive (job reward) and negative (job cost) qualities inherent in work conditions. Workers tend to quit their jobs when job costs outweigh job rewards when better alternatives exist. Moreover, personality interacts with employees’ evaluation of job costs and rewards and quitting behaviour. This book will be of interest to students of business studies and human resource management.
List of Tables; Preface; Acknowledgements; 1. Theory on Personality and Employee Turnover 2. Methodology 3. Personality, Exchange Resources and Quitting 4. Occupational Differences in Exchange Resources and Quitting 5. Discussion and Conclusions; Appendix; Bibliography; Index
The 40 volumes in this set, originally published between 1918 and 1996, draw together research by leading academics in the area of human resource management and provides a rigorous examination of related key issues. The volumes examine interview techniques, staff appraisal, and workforce training and development. This set will be of particular interest to students of business studies and HRM.