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Discusses the case law, legislation, and other legal issues involved in physical fitness testing.

PurposeUsing organization-level data, the purpose of this paper is to investigate whether and how turnover spreads at different job levels (i.e. managers, non-managers) and how vacancy rate and manager span of control precipitate continued turnover.Design/methodology/approachOrganization-level longitudinal data were collected quarterly from 40 Canadian organizations on various HR metrics from 2009 to 2012, totaling 232 observations. The authors used covariate balance propensity score (CBPS) weighting to make stronger causal inferences.FindingsThe organization-level data provided limited support for turnover spreading at different job levels. Instead, vacancy rate predicted subsequent non-manager turnover rates, whereas span of control predicted subsequent manager turnover rates.Practical implicationsThe implications of this research are twofold. First, to offset continued turnover among non-managers, it may be wise for organizations to fill vacancies promptly, particularly when unfilled positions affect job demands and resources of those who remain. Second, to minimize ongoing manager turnover, organizations may benefit from redesigning work units to have smaller manager-to-employee ratios.Originality/valueThis study adds to the collective turnover literature by demonstrating that organizational factors play a substantive role in predicting continued manager and non-manager turnover. Moreover, by using longitudinal data and CBPS weighting, this research allowed for establishing temporal precedence and greater confidence that these factors play a causal role. Lastly, this research highlights how the factors precipitating collective turnover differ between managers and non-managers.

To what extent do employees' personality traits shape their perceptions of job and life satisfaction? To answer this question, we conducted the largest meta-analysis on the topic to date, summarizing a total of 12,682 correlations among combinations of personality, job satisfaction and life satisfaction. We also sought to refine previous meta-analytic estimates by comparing the effects of personality facets to broad trait domains, while controlling for commensurability of personality measures. The results showed that the Big Five personality traits accounted for about 10% of the variance in job satisfaction, which in turn accounted for 13% of the variance in life satisfaction. Compared with the broad trait domains, personality facets typically accounted for twice as much variance in life satisfaction, with only a minor increase for job satisfaction, which contradicts the typical bandwidth–fidelity heuristic. The results also provided support for a trickle-down or top-down effect, where dispositions affect perceptions of life satisfaction, which then influenced the more specific subdomain of job satisfaction. The results have important implications for researchers and practitioners, suggesting that information is lost when personality facets are overlooked, and that educational and workplace interventions could enhance perceptions of satisfaction for those prone to lower levels of subjective well-being.