College of Management, Georgia Institute of Technology, Atlanta, GA 30308-1149, USA.
J Appl Psychol. 2011 Nov;96(6):1305-16. doi: 10.1037/a0024518. Epub 2011 Jul 11.
Extending research on voluntary turnover in the team setting, this study adopts a multilevel self-determination theoretical approach to examine the unique roles of individual and social-contextual motivational precursors, autonomy orientation and autonomy support, in reducing team member voluntary turnover. Analysis of multilevel time-lagged data collected from 817 employees on 115 teams indicates that psychological empowerment mediates the main effect of autonomy orientation and the interactive effect of autonomy support and its differentiation on a team member's voluntary turnover. The findings have meaningful implications for the turnover and self-determination literatures as well as for managers who endeavor to prevent voluntary turnover in teams.
本研究采用多层次自我决定理论方法，扩展了团队环境下自愿离职的研究，考察了个体和社会情境动机前因、自主取向和自主支持在降低团队成员自愿离职方面的独特作用。对 115 个团队中的 817 名员工进行的多层次时间滞后数据分析表明，心理授权中介了自主取向的主要效应以及自主支持及其差异化对团队成员自愿离职的交互效应。研究结果对离职和自我决定文献以及努力防止团队自愿离职的管理者具有重要意义。
