Voluntary Turnover Among Middle-Level Managers: An Analysis Of Perceived Causes
Automation and corporate restructuring have led to a serious decrease in the number of middle-level managers. While this may bring positive outcomes (e.g., increased organizational efficiency and productivity), problems arise when cutbacks lead to the voluntary turnover of highperforming managers th...
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| Veröffentlicht in: | Journal of managerial issues 1992-10, Vol.4 (3), p.424-437 |
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| creator | Taylor, G. Stephen Zimmerer, Thomas W. |
| description | Automation and corporate restructuring have led to a serious decrease in the number of middle-level managers. While this may bring positive outcomes (e.g., increased organizational efficiency and productivity), problems arise when cutbacks lead to the voluntary turnover of highperforming managers the organization wanted to retain.This study investigated the perceived causes of such turnover. A survey of 2,200 lower, middle, and upper managers revealed that perceived causes of such turnover vary across organizational levels. Lower and middle managers place greatest importance on lack of control and input on the job; upper-level respondents see dissatisfaction with rewards and interpersonal conflict as being the most important causes of middle-manager turnover. These results and their implications are discussed. |
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Stephen ; Zimmerer, Thomas W.</creator><creatorcontrib>Taylor, G. Stephen ; Zimmerer, Thomas W.</creatorcontrib><description>Automation and corporate restructuring have led to a serious decrease in the number of middle-level managers. While this may bring positive outcomes (e.g., increased organizational efficiency and productivity), problems arise when cutbacks lead to the voluntary turnover of highperforming managers the organization wanted to retain.This study investigated the perceived causes of such turnover. A survey of 2,200 lower, middle, and upper managers revealed that perceived causes of such turnover vary across organizational levels. Lower and middle managers place greatest importance on lack of control and input on the job; upper-level respondents see dissatisfaction with rewards and interpersonal conflict as being the most important causes of middle-manager turnover. 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These results and their implications are discussed.</description><subject>Anomie</subject><subject>Business management</subject><subject>Conflict management</subject><subject>Educational administration</subject><subject>Human resources</subject><subject>Labor Turnover</subject><subject>Managers</subject><subject>Middle management</subject><subject>Organizational Structure</subject><subject>Productivity</subject><subject>Upper management</subject><subject>Workforce</subject><subject>Workplaces</subject><issn>1045-3695</issn><issn>2328-7470</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1992</creationdate><recordtype>article</recordtype><sourceid>K30</sourceid><sourceid>BHHNA</sourceid><recordid>eNpdkE1LxDAYhIMouK7-BCEgeCvkq0nqrRR1hV3WQ_Fa0ubt0pJt1qQt7L-3uJ6Egbk8DDNzhVaMM50oocg1WlEi0oTLLL1FdzH2hBDKBFmh_Zd30zCacMblFAY_Q8D50Q8HvOusdZBsYQaHd2YwBwjxBefDIuPOsYt43-JPCA10M1hcmClCvEc3rXERHv58jcq317LYJNv9-0eRb5NeU57YFCTnNSOkVUZYSZpWpZkGa22TWsUpLHVTqptaS11TpaSqMwGWUCEaW2u-Rs-X2FPw3xPEsTp2sQHnzAB-ipWknEsp-AI-_QN7v-xcqlWUZUqxTPxSjxeqj6MP1Sl0x-WRShBJeCYU_wHd_GFq</recordid><startdate>19921001</startdate><enddate>19921001</enddate><creator>Taylor, G. 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Stephen</au><au>Zimmerer, Thomas W.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Voluntary Turnover Among Middle-Level Managers: An Analysis Of Perceived Causes</atitle><jtitle>Journal of managerial issues</jtitle><date>1992-10-01</date><risdate>1992</risdate><volume>4</volume><issue>3</issue><spage>424</spage><epage>437</epage><pages>424-437</pages><issn>1045-3695</issn><eissn>2328-7470</eissn><coden>JMAIE9</coden><abstract>Automation and corporate restructuring have led to a serious decrease in the number of middle-level managers. While this may bring positive outcomes (e.g., increased organizational efficiency and productivity), problems arise when cutbacks lead to the voluntary turnover of highperforming managers the organization wanted to retain.This study investigated the perceived causes of such turnover. A survey of 2,200 lower, middle, and upper managers revealed that perceived causes of such turnover vary across organizational levels. Lower and middle managers place greatest importance on lack of control and input on the job; upper-level respondents see dissatisfaction with rewards and interpersonal conflict as being the most important causes of middle-manager turnover. These results and their implications are discussed.</abstract><cop>Pittsburg, KS</cop><pub>Pittsburg State University</pub><tpages>14</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 1045-3695 |
| ispartof | Journal of managerial issues, 1992-10, Vol.4 (3), p.424-437 |
| issn | 1045-3695 2328-7470 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_61336643 |
| source | Sociological Abstracts; Periodicals Index Online; JSTOR Archive Collection A-Z Listing |
| subjects | Anomie Business management Conflict management Educational administration Human resources Labor Turnover Managers Middle management Organizational Structure Productivity Upper management Workforce Workplaces |
| title | Voluntary Turnover Among Middle-Level Managers: An Analysis Of Perceived Causes |
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