Publicação
The cultural roots of the Great Resignation: Testing the moderator effect of industry
| Resumo: | The Great Resignation has deserved the attention of scholars with emerging explanations anchoring on toxic organizational culture. This interpretation is not considering the industry level effects where the industry average turnover may modulate such cultural effect. It is reasonable to expect that a turbulent external job market that fosters high average turnover in the industry should amplify the positive relations between some cultural values and retention (as stated in the first hypothesis and respective sub-hypotheses) and, conversely, it should mitigate some negative effects established in equivalent number of sub-hypotheses specifying interaction effects. With a sample of 516 US companies gathered from the Culture500 website, we collected scores for nine organizational cultural values, and simultaneously data from Comparably regarding the retention rate. Findings show only four out of nine cultural values will significantly increase employee retention (Diversity, Innovation, Integrity, and Respect), and only one showed to significantly decreased employee retention (Customer-orientation). The other two values expected to facilitate employee turnover were not effective (Execution and Performance). There was only one cultural value, Integrity, that besides fostering employee retention, can maintain this effect when industries have high average turnover. Thus, the most of the other values were not sensitive to industry situation. Finally, one cultural value that had an unexpected outcome in our sample was Collaboration, showing a negative effect in employee retention, and an inverse interaction effect compared to what was expected. |
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| Autores principais: | Bensaude, Maria Ogando dos Santos |
| Assunto: | The Great Resignation Cultura organizacional -- Organizational culture Industry Employee retention Employee turnover A Grande Demissão Retenção Saída colaborado |
| Ano: | 2023 |
| País: | Portugal |
| Tipo de documento: | dissertação de mestrado |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | ISCTE |
| Idioma: | inglês |
| Origem: | Repositório ISCTE |
| Resumo: | The Great Resignation has deserved the attention of scholars with emerging explanations anchoring on toxic organizational culture. This interpretation is not considering the industry level effects where the industry average turnover may modulate such cultural effect. It is reasonable to expect that a turbulent external job market that fosters high average turnover in the industry should amplify the positive relations between some cultural values and retention (as stated in the first hypothesis and respective sub-hypotheses) and, conversely, it should mitigate some negative effects established in equivalent number of sub-hypotheses specifying interaction effects. With a sample of 516 US companies gathered from the Culture500 website, we collected scores for nine organizational cultural values, and simultaneously data from Comparably regarding the retention rate. Findings show only four out of nine cultural values will significantly increase employee retention (Diversity, Innovation, Integrity, and Respect), and only one showed to significantly decreased employee retention (Customer-orientation). The other two values expected to facilitate employee turnover were not effective (Execution and Performance). There was only one cultural value, Integrity, that besides fostering employee retention, can maintain this effect when industries have high average turnover. Thus, the most of the other values were not sensitive to industry situation. Finally, one cultural value that had an unexpected outcome in our sample was Collaboration, showing a negative effect in employee retention, and an inverse interaction effect compared to what was expected. |
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