Group Attributional Style: A Predictor of Individual Turnover Behavior in a Manufacturing Setting

Separate research streams have examined (1) teamwork and (2) turnover. We examined the interaction of group beliefs on team member turnover behavior. We hypothesized that groups with more pessimistic attributional styles would experience greater turnover than optimistic attributional style groups. This effect would be independent of influences of group potency and social identity. A study of fifty intact work teams in a manufacturing facility was conducted, with special attention devoted to recommendations for enhancing the validity of multilevel research. The results supported the hypotheses. Implications for attributional processes, shared team mental models, and social capital are discussed.