Self-efficacy intervention, job attitudes, and turnover

A field experiment with employees in role transition

Bibliographic Data

ID9889146
AuthorsD Brian McNatt (Old Dominion University's College of Business and Public Administration, corresponding author), Timothy A Judge (0000-0002-5636-1521, University of Florida, corresponding author)
Year2008
Volume61
Issue6
Pages783-810
Publication date2008-06-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726708092404
OpenAlexW2141682125
LanguageEN
Citations received22
References cited47

Based on self-efficacy theory, this field experiment provides a test of the effectiveness of a non-fictitious self-efficacy intervention on bolstering professionals' job attitudes (i.e. job satisfaction, commitment, and intention to quit) and reducing turnover. Seventy-one newcomer and recent insider financial accounting auditors were randomly assigned to treatment and control conditions. Results showed that the self-efficacy intervention consisting of an interview and subsequent written communications from firm management augmented auditors' self-efficacy and raised the job attitudes of insiders, and reduced insiders' turnover five months later. Organizations and organizational research often focus on newcomers; however, the results of our experiment suggest that recent insiders may be a high-potential and yet underutilized target for job attitude and retention interventions

Audit · Business · Insider · Intervention (counseling · Job attitude · Job performance · Job satisfaction · Management · Organizational commitment · Political science · Psychological intervention · Self-efficacy · Test (biology · Turnover · Accounting · Applied Psychology · Employer Branding and e-HRM · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology

Tools

Open DOISci-Hub