Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Unraveling the mysteries of gender differences in intentions to leave the organization

Unraveling the mysteries of gender differences in intentions to leave the organization The anticipated labor shortages of the 1990's will intensify organizational needs to retain their existing employees. Women represent an increasingly important segment of the labor force and their turnover rates are thought to exceed men's. Earlier studies of turnover and its psychological antecedent, the behavioral intention to leave, suggest that work‐related factors may contribute to women's relatively higher turnover rates. The current paper reports the results of a study of the intentions of male and female executives, managers and professionals to leave their organizations. The results support the pattern of findings in earlier studies that gender differences disappear when job satisfaction is controlled in the analysis. Further analysis highlights the importance of two components of job satisfaction — meaningful work and opportunities for promotion. The authors conclude that organizations might improve their retention rates of female managers through job enrichment and by enhancing their advancement opportunities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Behavior Wiley

Unraveling the mysteries of gender differences in intentions to leave the organization

Loading next page...
 
/lp/wiley/unraveling-the-mysteries-of-gender-differences-in-intentions-to-leave-mi5o6Z0T4B

References (37)

Publisher
Wiley
Copyright
Copyright © 1992 John Wiley & Sons, Ltd.
ISSN
0894-3796
eISSN
1099-1379
DOI
10.1002/job.4030130504
Publisher site
See Article on Publisher Site

Abstract

The anticipated labor shortages of the 1990's will intensify organizational needs to retain their existing employees. Women represent an increasingly important segment of the labor force and their turnover rates are thought to exceed men's. Earlier studies of turnover and its psychological antecedent, the behavioral intention to leave, suggest that work‐related factors may contribute to women's relatively higher turnover rates. The current paper reports the results of a study of the intentions of male and female executives, managers and professionals to leave their organizations. The results support the pattern of findings in earlier studies that gender differences disappear when job satisfaction is controlled in the analysis. Further analysis highlights the importance of two components of job satisfaction — meaningful work and opportunities for promotion. The authors conclude that organizations might improve their retention rates of female managers through job enrichment and by enhancing their advancement opportunities.

Journal

Journal of Organizational BehaviorWiley

Published: Sep 1, 1992

There are no references for this article.