Some Differences Make a Difference Individual Dissimilarity and Group Heterogeneity as Correlates of Recruitment, Promotions, and Turnover

• Published in: Journal of applied psychology Vol. 76; no. 5; pp. 675 - 689
• Main Authors: Jackson, Susan E, Brett, Joan F, Sessa, Valerie I, Cooper, Dawn M, Julin, Johan A, Peyronnin, Karl
• Format: Journal Article
• Language: English
• Published: Washington, DC American Psychological Association 01.10.1991; American Psychological Association, etc
• Subjects: Biological and medical sciences; Correlation analysis; Demographic Characteristics; Employee promotions; Employee Turnover; Employment; Fundamental and applied biological sciences. Psychology; Group conformity; Group Dynamics; Human; Hypotheses; Individual Differences; Interpersonal communication; Interpersonal Interaction; Longitudinal Studies; Occupational promotion; Occupational psychology; Organizational behavior; Orientation. Selection. Evaluation; Personnel Promotion; Personnel Recruitment; Psychology. Psychoanalysis. Psychiatry; Psychology. Psychophysiology; Recruitment; Social research; Top Level Managers; Social environment; Human; Professional experience; Statistical analysis; Enterprise organization; Occupational promotion; Heterogeneity; Occupational environment; Occupational selection; Social behavior; Study level; Work team; Behavior; Staff recruitment; Occupational role; Age; Career
• ISSN: 0021-9010; 1939-1854
• DOI: 10.1037/0021-9010.76.5.675

Schneider's (1987) attraction-selection-attrition model and Pfeffer's (1983) organization demography model were used to generate individual-level and group-level hypotheses relating interpersonal context to recruitment, promotion, and turnover patterns. Interpersonal context was operationalized as personal dissimilarity and group heterogeneity with respect to age, tenure, education level, curriculum, alma mater, military service, and career experiences. For 93 top management teams in bank holding companies examined over a 4-yr period, turnover rate was predicted by group heterogeneity. For individuals, turnover was predicted by dissimilarity to other group members, but promotion was not. Team heterogeneity was a relatively strong predictor of team turnover rates. Furthermore, reliance on internal recruitment predicted subsequent team homogeneity.