A dynamic model of the effects of feedback-seeking behavior and organizational commitment on newcomer turnover

Christian Vandenberghe, Guylaine Landry, Kathleen Bentein, Frederik Jacques C Anseel, Karim Mignonac, Patrice Roussel

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Abstract

Theory and conventional wisdom suggest that progressive reduction of feedback-seeking behavior (FSB) during entry is indicative of work adjustment. We argue that a downside of this process is that newcomers’ social integration and acculturation may be weakened. This suggests declining levels of FSB may result in decreased organizational commitment across time and ultimately greater turnover likelihood. These predictions were examined in two longitudinal studies (Study 1: N = 158; Study 2: N = 170) among newcomers. In both studies, FSB by supervisor inquiry was found to decline across time, and the decrease in FSB preceded a steeper decline in affective organizational commitment. In Study 1, the decline of commitment also resulted in a steeper decrease in FSB. Study 2 further found the decline in commitment to mediate the relationship between the decrease in FSB and increased turnover intention. Finally, increased turnover intention mediated the relationship between the decline in commitment and increased turnover the following year. Bridging research on FSB and organizational commitment, these findings shed new light on the influence of the dynamics of FSB on newcomer turnover.
Original languageEnglish
JournalJOURNAL OF MANAGEMENT
Publication statusAccepted/In press - 19 Apr 2019

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