Managerial turnover: process and boundary conditions.
Kamrath, Robert Allan
Haga, William J.
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Sixty university administrators were studied as a cohort for a year to determine attitudinal elements of job turnover. A triangulated perspective was produced by investigating the role demands of a focal manager as perceived by the focal respondent, supervisor, and subordinates. Data was collected at four time points during the year. The variables related to managerial turnover were: demand for supervisory consideration and structuring, supervisory leadership style, job satisfaction, and biographical factors. Managerial turnover was found to be a time dependent process. The differences in consideration and leadership demands between the managers who left the organization and those who remained increased across time. The lack of consideration and leadership was found to lead to job dissatisfaction, an awareness of job dislike relative to peers, a desire to change jobs, and finally termination from the organization.
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