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Inconsistencies in the absenteeism-turnover relationship have prompted researchers to seek a more informed understanding of how these two forms of organizational withdrawal relate. Recent work on socialization and on job-related experiences at work suggests that the absenteeism-turnover relationship may vary as a function of tenure. The present study examined this notion and found a significant moderating effect for tenure. Low-tenured employees who were absent more frequently tended to be less inclined to leave, whereas high-tenured employees who were absent more reflected a stronger inclination to leave.

Different perspectives exist in the relationship between employee ability and the turnover process. One suggests a positive relationship in that high ability employees tend to leave. An alternate perspective posits an inverse relationship in that high ability employees tend to remain in the organization. The present study tests these competing perspectives by examining the relationship between the effects of supervisory training (ability enhancement) and subsequent turnover. The results tend to support the contention that ability enhancement contributes to lower turnover for five of the six occupational categories examined. The results are discussed relative to future research needs in the area of training and turnover.

The present investigation examined the effects of the presence of others on both behavioral and perceptual task performance measures and job attitudes, serving as a constructive replication and extension of Ferris and Rowland (1980). It was hypothesized that the presence of others would demonstrate effects on the behavioral measure of performance quality but not quantity, and that effects would be found on both perceived effort and perceived performance. Null findings were predicted for the effects of the presence of others on job satisfaction. The results provided support for the first hypothesis and partial support for the second hypothesis. While the effects found for performance quality and not quantity replicated Ferris and Rowland, the pattern of results across conditions was different. The results are discussed relative to the distraction-conflict theory of social facilitation and to their implications for work behavior in organizations.

A fundamental assumption adopted by most approaches to the study of leadership is that leaders somehow influence subordinate attitudes and behavior. Unfortunately, few systematic attempts have been made to address specifically how the influence process operates. Thus, we have been left with a large amount of research reflecting relationships between leadership and subordinate outcomes, but little in the way of explanation as to how or why such results come about. This paper reviews the effects of leadership on subordinate attitudes and behavior by incorporating subordinate perceptions of the job. A perspective is offered which more clearly articulates the operation of the leadership influence process, viewing it as a contextual influence that impacts on behavior and attitudes of subordinates through their perceptions of job characteristics. This alternative perspective thus casts the integration of leadership and job perceptions in a different conceptual framework. Suggestions for testing the proposed model and implications for future research are discussed.

Intro -- Dedication and Acknowledgment -- Contents -- Editorial Foreword -- Overview, Perspectives, and Themes for Global Organizational Science Research -- Introduction -- Key Themes -- Organizational Politics -- Leadership -- Job Stress -- Context and Culture -- Conclusion -- References -- Part I: Introduction, Research and Conceptual Frame -- Chapter 1 -- Global Organizational Science: A New Reality for World-Class Organizations -- Twilight of Dawn or of Evening? -- Abstract -- Introduction -- Global Organizational Science

PurposeA labor union's strength is a crucial factor when considering outcomes such as its constituents' empowerment. One of the most important goals of any labor union is to achieve increased balance‐of‐power between the labor and management groups; hence, union strength is an accomplishment of this fundamental aim. It follows that stronger unions, measured by their perceived effectiveness in dealing with management, will contain more empowered constituents. Previous union‐related research typically considered employee empowerment at the group‐level of analysis (e.g. improved work rules, pay, and benefits for entire groups of employees). The purpose of this paper is to propose and test hypotheses on the relationship between perceived union strength, a micro‐ or workplace‐level analog of union bargaining power, and perceptions of shared leader‐member expectations using supervisor‐subordinate dyads as a unit of analysis.Design/methodology/approachWorking adults across the USA were sampled (n=347), through the use of a survey software company that makes survey panels commercially available. Respondents were racially/ethnically diverse, with a mean age of about 41 years (range of 18 to over 62 years), and slightly more females than males (about 65 percent female). Also, about 13.5 percent were members of a labor union.FindingsEmployees who belonged to more powerful unions (i.e. compared to employees who belonged to less powerful unions) demonstrated increased shared‐leadership expectations with their supervisors. In support of Hypothesis 1, non‐union employees also possessed increased shared leadership expectations in comparison to union workers where the union was perceived as weak. As proposed in Hypothesis 2, unions perceived as strong produced more empowered constituents relative to unions perceived as weak. Finally, non‐union employees did not appear to differ in shared‐leadership expectations from employees perceiving strong unions, contrary to Hypothesis 3.Originality/valueA contribution of the present study is to show that unions also have significant connections with supervisor‐subordinate relations (i.e. shared leadership), and that simply having a unionized workplace does not guarantee increased employee empowerment; unions must also be strong.

The effects of subordinate and supervisor age on objective and subjective performance ratings were examined in a field study covering the period from 1980 through 1986. Archival data on sales representatives and their supervisors were collected from the southern United States region of a large corporation. Results revealed that older employees performed better according to objective measures as well as on subjective performance ratings. Findings also demonstrated that subordinates of older supervisors achieved higher levels of objective performance than did subordinates of younger supervisors. Recommendations are discussed for theory development and experimental studies to resolve some of the inconsistencies in the literature.