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The Effect of Lengthening Job Tenure on Managers' Organizational Commitment and Turnover

Author

Listed:
  • M. Susan Taylor

    (College of Business and Management, University of Maryland, College Park, Maryland 20742)

  • Giuseppe Audia

    (Graduate School of Business (S.D.A.), Bocconi University, Milan, Italy)

  • Anil K. Gupta

    (College of Business and Management, University of Maryland, College Park, Maryland 20742)

Abstract

Using the psychological contract literature as a framework, we examined upwardly mobile managers' reactions to lengthening job tenure brought about by slower organizational growth and greater competition among peers. We hypothesized that managers tend to view lengthening job tenure as a violation of the relational employment contract held with their corporate employers and, therefore, experience decreased organizational commitment, and an increased probability of turnover. We also examined three variables expected to exacerbate or to offset these relationships: manager's past career success, their current level of job responsibility, and the candidness of the career feedback they received from the organization. The sample consisted of 109 general managers working in Fortune 500 companies. Results showed that lengthening job tenure decreased managers' affective commitment and increased the likelihood of turnover during a three year follow-up period for managers who had previously experienced greater success in the organization and for those whose jobs included higher levels of responsibility. Contrary to hypotheses, candid career feedback did not offset the negative effects of lengthening job tenure on the dependent variables. Conceptual and practical implications are discussed.

Suggested Citation

  • M. Susan Taylor & Giuseppe Audia & Anil K. Gupta, 1996. "The Effect of Lengthening Job Tenure on Managers' Organizational Commitment and Turnover," Organization Science, INFORMS, vol. 7(6), pages 632-648, December.
    • Handle: RePEc:inm:ororsc:v:7:y:1996:i:6:p:632-648
    DOI: 10.1287/orsc.7.6.632
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    Cited by:

    1. Zhang, Hengyuan & Yang, Yi & Xia, Chengcheng, 2023. "Flow and Ebb: Factors affecting SMEs to exit from the DRP market during pandemic," Journal of Business Research, Elsevier, vol. 154(C).
    2. Skokic, Vlatka & Coh, Marko, 2017. "How do executive search firms increase interest in career opportunities? The role of past interactions," European Management Journal, Elsevier, vol. 35(4), pages 505-513.
    3. Cong Feng & Scott Fay & Kexin Xiang, 2021. "When do we need higher educated salespeople? The role of work experience," Review of Managerial Science, Springer, vol. 15(5), pages 1391-1429, July.
    4. Tymon Jr., Walter G. & Stumpf, Stephen A. & Doh, Jonathan P., 2010. "Exploring talent management in India: The neglected role of intrinsic rewards," Journal of World Business, Elsevier, vol. 45(2), pages 109-121, April.
    5. Sabrina Scheidler & Laura Marie Edinger-Schons & Jelena Spanjol & Jan Wieseke, 2019. "Scrooge Posing as Mother Teresa: How Hypocritical Social Responsibility Strategies Hurt Employees and Firms," Journal of Business Ethics, Springer, vol. 157(2), pages 339-358, June.

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