Some Differences Make a Difference Individual Dissimilarity and Group Heterogeneity as Correlates of Recruitment, Promotions, and Turnover
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 operationa...
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| Published in | Journal of applied psychology Vol. 76; no. 5; pp. 675 - 689 |
|---|---|
| Main Authors | , , , , , |
| Format | Journal Article |
| Language | English |
| Published |
Washington, DC
American Psychological Association
01.10.1991
American Psychological Association, etc |
| Subjects | |
| Online Access | Get full text |
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| Abstract | 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. |
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| AbstractList | B. Schneider's (1987) attraction-selection-attrition model and J. 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. (PsycINFO Database Record (c) 2016 APA, all rights reserved) 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. Several changes in the nature of work organizations in the US are highlighting the relative paucity of available knowledge about work group functioning. Schneider's (1987) attraction-selection-attrition model and Pfeffer's (1983) organization demography model are used to generate individual-level and group-level hypotheses relating interpersonal context to recruitment, promotion, and turnover patterns. Interpersonal context is 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-year period, turnover rate is predicted by group heterogeneity. For individuals, turnover is predicted by dissimilarity to other group members, but promotion is not. Team heterogeneity is found to be a relatively strong predictor of team turnover rates. Reliance on internal recruitment predicts subsequent team homogeneity. |
| Author | Cooper, Dawn M Brett, Joan F Julin, Johan A Peyronnin, Karl Jackson, Susan E Sessa, Valerie I |
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| Copyright | 1991 American Psychological Association 1992 INIST-CNRS Copyright American Psychological Association Oct 1991 1991, American Psychological Association |
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| DOI | 10.1037/0021-9010.76.5.675 |
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| Keywords | 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 |
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| Snippet | Schneider's (1987)
attraction-selection-attrition model and
Pfeffer's (1983)
organization demography model were used to generate individual-level and... Several changes in the nature of work organizations in the US are highlighting the relative paucity of available knowledge about work group functioning.... B. Schneider's (1987) attraction-selection-attrition model and J. Pfeffer's (1983) organization demography model were used to generate individual-level and... |
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| SubjectTerms | 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 |
| Subtitle | Individual Dissimilarity and Group Heterogeneity as Correlates of Recruitment, Promotions, and Turnover |
| Title | Some Differences Make a Difference |
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