1、本科毕业论文（设计）外文翻译外文题目THEIMPACTOFJOBPERFORMANCEONEMPLOYEETURNOVERINTENTIONSANDTHEVOLUNTARYTURNOVERPROCESS外文出处DARNOLDPERSONNELREVIEWVOL38NO2，2009P142158外文作者RYANDZIMMERMAN，TODDC原文THEIMPACTOFJOBPERFORMANCEONEMPLOYEETURNOVERINTENTIONSANDTHEVOLUNTARYTURNOVERPROCESSRYANDZIMMERMAN，TODDCINTENTIONSTOQUITUNTILTHE
2、MIDTOLATE1970S,MOSTATTITUDEBASEDTURNOVERMODELSPOSITEDDIRECTLINKSBETWEENEMPLOYEEATTITUDES,SUCHASJOBSATISFACTION,ANDTHEACTOFQUITTINGBRAYFIELDANDCROCKETT,1955VROOM,1964HOWEVER,ORGANIZATIONALRESEARCHERSTYPICALLYFOUNDONLYMODESTRELATIONSHIPSBETWEENTHESEATTITUDINALVARIABLESANDVOLUNTARYTURNOVERINHIS1976REVI
3、EWOFTHENATUREANDCONSEQUENCESOFJOBSATISFACTION,LOCKE1976NOTEDTHATCORRELATIONSBETWEENJOBSATISFACTIONANDVOLUNTARYTURNOVERWEREOFTENFOUNDTOBEMODERATEATBESTINCONTRAST,INREVIEWINGTHETURNOVERANDABSENTEEISMLITERATURE,PORTERANDSTEERS1973SUGGESTEDTHATAGREATEREMPHASISSHOULDBEPLACEDONUNDERSTANDINGTHETURNOVERDECI
4、SIONPROCESSSPECIFICALLY,THEYSUGGESTEDTHAT“INTENTTOLEAVE”ISALIKELYMEDIATORTOTHEATTITUDEBEHAVIORRELATIONSHIPANDREPRESENTSTHELASTSTEPPRIORTOQUITTINGIN1975,FISHBEINANDAJZENPROVIDEDATHEORETICALBASISFORFOCUSINGONBEHAVIORALINTENTIONSTHEIRTHEORYOFATTITUDESPOSTULATESTHAT“THEBESTSINGLEPREDICTORONANINDIVIDUALS
5、BEHAVIORWILLBEAMEASUREOFHISINTENTIONTOPERFORMTHATBEHAVIOR”FISHBEINANDAJZEN,1975,P369FINALLY,MOBLEY1977HYPOTHESIZEDAMODELOFTHEINTERMEDIATELINKAGESBETWEENJOBSATISFACTIONANDVOLUNTARYTURNOVER,WHICHOUTLINEDSEVERALCOGNITIVEDECISIONSMADEBYANEMPLOYEEBETWEENEXPERIENCINGJOBDISSATISFACTIONANDLEAVINGTHEORGANIZA
6、TIONTHESESTEPSINCLUDETHINKINGOFQUITTING,EVALUATIONOFTHEEXPECTEDUTILITYOFSEARCHINGFORANEWJOBANDTHECOSTOFQUITTING,INTENTIONTOSEARCH,SEARCHINGFORALTERNATIVES,EVALUATIONOFALTERNATIVES,COMPARISONOFALTERNATIVESWITHTHECURRENTJOB,ANDINTENTTOQUITONEIMPORTANTQUESTIONTHATMOBLEYS1977MODELRAISEDWASWHETHERALLOFTH
7、EDECISIONSMADEINTHEMODELHADSUBSTANTIVEVALIDITYSEVERALPRIMARYSTUDIESCONDUCTEDTOTESTMOBLEYSMODELFOUNDTHATMANYOFTHEMODELLINKAGESWERENOTSIGNIFICANT,HADSMALLEFFECTS,ORHADSIGNSTHATOPPOSEDTHEPREDICTEDRELATIONSHIPEGHOMETAL,1984MILLERETAL,1979UTILIZINGMETAANALYTICRESULTSINTHEIRTESTOFASTRUCTURALMODELOFTURNOVE
8、R,HOMETAL1992FOUNDTHATWITHINAMODELTHATINCLUDEDTHOUGHTSOFQUITTING,SEARCHINTENTION,ANDINTENTTOQUITASMEDIATORSINTHEJOBSATISFACTIONVOLUNTARYTURNOVERRELATIONSHIP,ONLYINTENTTOQUITFULLYMEDIATEDTHESATISFACTIONTURNOVERRELATIONSHIPFURTHER,INTHEIRMETAANALYTICPATHANALYSIS,TETTANDMEYER1993DETERMINEDTHATTHEBESTFI
9、TTINGTURNOVERMODELHADTURNOVERINTENTIONSASFULLYMEDIATINGTHERELATIONSHIPBETWEENJOBSATISFACTIONANDVOLUNTARYTURNOVERASSHOWNBYTHESEEMPIRICALRESULTS,WHILETHEREAREMULTIPLETURNOVERCOGNITIONSRELEVANTTOTURNOVER,THEIRUSEFULNESSOVERANDABOVEINTENTIONSTOQUITISPROBLEMATICUNFORTUNATELY,THEAUTHORSOFNEITHERMETAANALYT
10、ICPATHANALYSISCHOSETOINCLUDEJOBPERFORMANCEINTHEIRMODELBECAUSEOFTHIS,HOWEMPLOYEESPERFORMANCEAFFECTSTHEVOLUNTARYTURNOVERPROCESSISUNCLEARJOBPERFORMANCEANDTURNOVERINTENTIONSANDBEHAVIORSJOBPERFORMANCEISLIKELYTOIMPACTVOLUNTARYTURNOVERINDIRECTLYTHROUGHINTENTIONSTOQUIT,ASWELLASHAVEDIRECTEFFECTSONVOLUNTARYTU
11、RNOVERTHISDIRECTEFFECTONVOLUNTARYTURNOVERMANIFESTSITSELFASUNPLANNEDQUITTINGBASEDONLEEANDMITCHELLS1994UNFOLDINGMODELOFTURNOVER,EMPLOYEESMAYRESPONDTO“SHOCKS”INTHEWORKENVIRONMENTTHATCAUSETHEMTOTHINKOFQUITTINGTHEIRJOBSSPECIFICALLY,ALLENANDGRIFFETH1999NOTETHATSUCHSHOCKSCOULDHAPPENWHENEMPLOYEESRECEIVENEGA
12、TIVEFEEDBACKDURINGINFORMALPERFORMANCEFEEDBACKORDURINGTHEIRFORMALPERFORMANCEAPPRAISALS,WHICHCOULDLEADTOINTENTIONSTOQUITORIMMEDIATEQUITTINGFURTHER,BASEDONEXPECTANCYTHEORYVROOM,1964,NEGATIVEJOBPERFORMANCEAPPRAISALSMAYSIGNALTOEMPLOYEESTHATTHEYAREUNLIKELYTORECEIVEVALUEDOUTCOMESFROMTHEORGANIZATIONEGPAYRAI
13、SESORPROMOTIONSORTHATTHEYMAYBEFIREDTHESEUNDESIRABLEOUTCOMESMAYLEADTHEMTOCOGITATEASTOWHETHERTOLEAVETHEIRORGANIZATIONSRATHERTHANFACEUNPLEASANTANDPOTENTIALLYPSYCHOLOGICALHARMFULCIRCUMSTANCESFINALLY,ASNOTEDBYHOMANDGRIFFETH1995,INORDERTOALLOWPOORPERFORMINGEMPLOYEESTO“SAVEFACE”ORTOAVOIDNEGATIVECONSEQUENCE
14、SOFTERMINATINGEMPLOYEESEGLAWSUITSORUNEMPLOYMENTCOMPENSATION,ORGANIZATIONSSOMETIMES“ENCOURAGE”SUCHEMPLOYEESTOQUIT,RATHERTHANFIRINGTHEMTHISCIRCUMSTANCECOULDYIELDADIRECTIMPACTONTURNOVERINTENTIONSAND/ORTURNOVERDECISIONSH1JOBPERFORMANCEHASANEGATIVERELATIONSHIPWITHINTENTIONSTOQUITH2INTENTIONSTOQUITPARTIAL
15、LYMEDIATESTHERELATIONSHIPBETWEENJOBPERFORMANCEANDVOLUNTARYTURNOVERMEDIATINGROLEOFJOBSATISFACTIONWITHINTHETURNOVERMODEL,JOBSATISFACTIONWILLLIKELYPARTIALLYMEDIATETHEJOBPERFORMANCEINTENTTOQUITRELATIONSHIPTHISBELIEFISGROUNDEDINEXPECTANCYTHEORY,WHICHSTATESTHATHIGHPERFORMANCELEADSTOGREATERREWARDSBOTHEXTRI
16、NSICANDINTRINSICWHICHINTURNINCREASESJOBSATISFACTIONLAWLERANDPORTER,1967CONSIDERABLERESEARCHHASSHOWNAMODERATERELATIONSHIPBETWEENJOBPERFORMANCEANDJOBSATISFACTIONR030,K312,N54,417,JUDGEETAL,2001,WITHAHANDFULOFSTUDIESFINDINGSUPPORTFORACAUSALRELATIONSHIPINWHICHJOBPERFORMANCEIMPACTSJOBSATISFACTIONEGSIEGEL
17、ANDBOWEN,1971STUMPFANDHARTMAN,1984JOBSATISFACTIONLIKELYINFLUENCESTURNOVERINTENTIONSANDBEHAVIORSBASEDONFISHBEINANDAJZENS1975ATTITUDESINTENTIONSBEHAVIORSMODELATTITUDESTOWARDTHEJOBIMPACTTHEBELIEFSABOUTTHECONSEQUENCESORUTILITYOFLEAVINGTHEORGANIZATIONWHICHULTIMATELYLEADSTOACTUALTURNOVERBEHAVIORSINONEOFTH
18、EEARLIESTEXPOSITIONSONJOBSATISFACTION,HOPPOCK1935,P5STATEDTHAT“WHETHERORNOTONEFINDSHISEMPLOYMENTSUFFICIENTLYSATISFACTORYTOCONTINUEINITISAMATTEROFTHEFIRSTIMPORTANCETOEMPLOYERANDEMPLOYEE”ASSUCH,ORGANIZATIONALRESEARCHERSPLACEJOBSATISFACTIONASANIMPORTANTANTECEDENTINTHETURNOVERPROCESSINFACT,ALMOSTALLTHEO
19、RETICALTURNOVERMODELSCONTAINTHERELATIONSHIPBETWEENJOBSATISFACTION,INTENTTOQUIT,ANDACTUALTURNOVERBEHAVIORSATTHEIRCOREEMPIRICALLY,JOBSATISFACTIONHASBEENFOUNDTOBEANIMPORTANTPREDICTOROFBOTHTURNOVERINTENTIONSR2049,HOMETAL,1992R2058,TETTANDMEYER,1993,ASWELLASTURNOVERITSELFR2022,GRIFFETHETAL,2000R2025,TETT
20、ANDMEYER,1993PRIORPATHANALYSESHAVESHOWNTHATINTENTTOQUITFULLYMEDIATESTHERELATIONSHIPBETWEENJOBSATISFACTIONANDTURNOVERHOMETAL,1992TETTANDMEYER,1993BECAUSEOFTHISTHEORETICALANDEMPIRICALEVIDENCE,JOBSATISFACTIONISEXPECTEDTOBEAMEDIATORBETWEENJOBPERFORMANCEANDTURNOVERINTENTIONSANDBEHAVIORSHOWEVER,ASDISCUSSE
21、DPREVIOUSLY,BECAUSEFEEDBACKREGARDINGPOORJOBPERFORMANCEMAYINDUCEEMPLOYEESTOIMPULSIVELYLEAVEORPLANTOLEAVETHEIREMPLOYERS,JOBSATISFACTIONISLIKELYTOONLYPARTIALLYMEDIATETHEEFFECTOFJOBPERFORMANCEONTURNOVERINTENTIONSANDBEHAVIORSH3JOBSATISFACTIONPARTIALLYMEDIATESTHERELATIONSHIPBETWEENJOBPERFORMANCEANDINTENTT
22、OQUITTHECURRENTSTUDYTHISSTUDYMAKESTWOIMPORTANTCONTRIBUTIONSTOTHETURNOVERLITERATUREFIRST,THISSTUDYISTHEFIRSTTOCALCULATEATRUESCOREESTIMATEOFTHERELATIONSHIPBETWEENJOBPERFORMANCEANDINTENTTOQUITSECOND,THISSTUDYUSESMETAANALYTICESTIMATESTOTESTATHEORETICALMODELWHEREBYTHERELATIONSHIPBETWEENJOBPERFORMANCEANDT
23、URNOVERISPARTIALLYMEDIATEDBYBOTHJOBSATISFACTIONANDINTENTTOQUITSEEFIGURE1INADDITION,TWOCOMPETINGMODELSARETESTEDANDCOMPAREDTOTHEHYPOTHESIZEDPARTIALMEDIATIONMODELTHESEALTERNATIVEMODELSALLOWUSTOTESTWHETHERJOBPERFORMANCEIMPACTSTURNOVERINTENTIONSANDBEHAVIORSREGARDLESSOFHOWSATISFIEDEMPLOYEESAREWITHTHEIRJOB
24、S,ORIFALLOFTHEEFFECTSOFPERFORMANCEONINTENTTOQUITANDTURNOVERAREFULLYMEDIATEDTHEFIRSTALTERNATIVEMODELPOSITSNODIRECTEFFECTFROMJOBPERFORMANCETOINTENTTOQUITTHESECONDALTERNATIVEMODELISAFULLMEDIATIONMODELWITHNODIRECTEFFECTSFROMJOBPERFORMANCETOINTENTTOQUITORACTUALTURNOVERBEHAVIORSTHERESULTSOFTHISSTUDYWILLAL
25、LOWRESEARCHERSTOBETTERUNDERSTANDHOWEMPLOYEESJOBPERFORMANCEAFFECTSJOBSATISFACTION,INTENTTOQUIT,ANDVOLUNTARYTURNOVERDISCUSSIONTHEPURPOSEOFTHISSTUDYWASTOPROVIDEAMETAANALYTICESTIMATEOFTHERELATIONSHIPBETWEENJOBPERFORMANCEANDINTENTTOQUIT,ASWELLASTOTESTATHEORETICALMODELEXPLAININGHOWJOBPERFORMANCEAFFECTSEMP
26、LOYEESJOBSATISFACTION,INTENTIONSTOQUIT,ANDTURNOVERDECISIONSTHERESULTSOFTHISSTUDYSUGGESTTHATTHERELATIONSHIPBETWEENPERFORMANCEANDINTENTTOQUITISBOTHNEGATIVEANDMODESTFURTHER,THERESULTSSUGGESTTHATTHEREAREEXCLUDEDVARIABLESTHATMODERATETHEMAGNITUDEOFTHERELATIONSHIPONLYTHERELATIONSHIPBETWEENOBJECTIVERATINGSO
27、FPERFORMANCEANDINTENTTOQUITWASHOMOGENOUSINADDITION,THERESULTSOFTHISSTUDYINDICATETHATJOBPERFORMANCEAFFECTSTURNOVERINTENTIONSANDBEHAVIORSBOTHDIRECTLYANDINDIRECTLYTHEMETAANALYTICRESULTTHATPOORPERFORMERSAREMORELIKELYTOINTENDTOQUITISCONSISTENTWITHOTHERMETAANALYTICFINDINGSBETWEENPERFORMANCEANDOTHERWORKREL
28、ATEDATTITUDESANDBEHAVIORSPOORERPERFORMERSHAVEBEENFOUNDTOBELESSSATISFIEDWITHTHEIRJOBSJUDGEETAL,2001,MORELIKELYTOBEABSENTVISWESVARAN,2002,ANDMORELIKELYTOLEAVETHEORGANIZATIONGRIFFETHETAL,2000THEFACTTHATTHESOURCEOFTHEJOBPERFORMANCERATINGMODERATESTHEOVERALLPERFORMANCEINTENTTOQUITRELATIONSHIPISMEANINGFULT
29、HISFINDINGINDICATESTHATITISTHESUPERVISORSPERSPECTIVEOFTHEEMPLOYEESJOBPERFORMANCETHATMATTERSMOSTINAFFECTINGANEMPLOYEESTURNOVERINTENTIONS,MUCHMORESOTHANOBJECTIVERATINGSOFPERFORMANCEBUTONLYSLIGHTLYMORETHANSELFPERCEPTIONSOFPERFORMANCETHEFINDINGSTHATTHENATIONALITYOFTHEEMPLOYEESANDTYPEOFJOBINCLUDEDINTHESA
30、MPLEACTEDASMODERATORSAREINTERESTINGFIRST,ITAPPEARSASIFEMPLOYEESNOTBASEDINTHEUSATENDTOHAVESTRONGERREACTIONSTOPERFORMANCEFEEDBACKTHATIS,THEYWERELESSLIKELYTOINTENDTOQUITCOMPAREDTOUSWORKERSIFTHEIRSUPERVISORSREGARDEDTHEMASGOODPERFORMERSTHISMAYINDICATETHATUSWORKERSPLACELESSWEIGHTINHOWTHEIRSUPERVISORSPERCE
31、IVETHEIRPERFORMANCEWHENCONSIDERINGWHETHERORNOTTOQUITTHEIRJOBSSECOND,SALESPEOPLE,HEALTHCAREWORKERS,ANDOTHERPROFESSIONALLEVELEMPLOYEESWERELESSLIKELYTOQUITTHEIRJOBSBASEDONTHEIRSUPERVISORSRATINGSOFTHEIRPERFORMANCETHANWERESUPERVISORYANDENTRYLEVELEMPLOYEESTHISIMPLIESTHATINDIVIDUALSINPROFESSIONALLEVELJOBSM
32、AYBEMORESENSITIVETOPERFORMANCEFEEDBACKTHANEMPLOYEESINLOWERLEVELPOSITIONSWHILETHEFINDINGTHATSAMPLESUSINGSUPERVISORYEMPLOYEESHADWEAKERRELATIONSHIPSBETWEENPERFORMANCEANDINTENTTOQUITMAYFIRSTAPPEARTOCONTRADICTTHISFINDING,ITISIMPORTANTTONOTETHATALLBUTONEOFTHESESAMPLESWASCOMPRISEDOFSUPERVISORSOFENTRYLEVELP
33、OSITIONSEGRETAIL,CLERICAL,ANDMANUFACTURINGPERSONNELTHUSITISUNLIKELYTHATPROMOTIONINTOTHESE“FRONTLINE”SUPERVISORYPOSITIONSREQUIREDSIGNIFICANTEXPERIENCEORHIGHLEVELSOFEDUCATIONHOWEVER,THISFINDINGSHOULDBEREPLICATEDINFUTURERESEARCHSPECIFICALLYDESIGNEDTOTESTSUCHAHYPOTHESISTHEPATHANALYSISSUGGESTSTHATJOBSATI
34、SFACTIONANDINTENTTOQUITONLYPARTIALLYMEDIATETHERELATIONSHIPBETWEENJOBPERFORMANCEANDVOLUNTARYTURNOVERFURTHER,THEDIRECTEFFECTOFJOBPERFORMANCEONINTENTTOQUITISPOSITIVE,ALTHOUGHMODESTINTERESTINGLY,THETOTALINDIRECTEFFECTOFPERFORMANCEONINTENTIONTOQUITISMUCHLARGERTHANTHEDIRECTEFFECTTOTALINDIRECTEFFECT2018,DI
35、RECTEFFECT003WHEREASTHEDIRECTEFFECTOFPERFORMANCEONTURNOVERISLARGERTHANTHEINDIRECTEFFECTTOTALINDIRECTEFFECT2006,DIRECTEFFECT2010THUS,ALTHOUGHTHEIMPACTOFPERFORMANCEONINTENTIONSTOQUITISPRIMARILYDUETODECREASEDJOBSATISFACTION,THEEFFECTOFPERFORMANCEONACTUALTURNOVERDECISIONSISLARGELYDIRECTTHISIMPLIESTHATPO
36、ORERPERFORMERSTENDTOQUITWITHOUTPRIORINTENTIONSTODOSOBYENGAGINGINUNPLANNEDQUITTINGTHEFINDINGTHATJOBPERFORMANCEHASASTRONGERDIRECTEFFECTTHANINDIRECTEFFECTONTURNOVERDECISIONSRAISESANIMPORTANTQUESTIONWHATCAUSESTHISUNPLANNEDORIMPULSIVEQUITTINGIETURNOVERDECISIONSNOTMEDIATEDTHROUGHINTENTIONSTOQUITONEREASONF
37、ORTHISIMPULSIVEQUITTINGMAYBETHATEMPLOYEESHAVESHARPLYNEGATIVEREACTIONSTORECEIVINGNEGATIVEPERFORMANCEFEEDBACKANDQUITSPONTANEOUSLYBECAUSEOFTHESEREACTIONSALLENANDGRIFFETH,1999THISUNPLANNEDQUITTINGISALSOCONSISTENTWITHLEEANDMITCHELLS1994UNFOLDINGMODELOFTURNOVERTHATTHEORIZESTHATEVENTSOR“SHOCKS”THATOCCURINT
38、HEWORKPLACECAUSESOMEEMPLOYEESTOQUITWITHOUTLOOKINGFORALTERNATIVEEMPLOYMENTIMPULSIVEQUITTINGFIGURESPROMINENTLYINMANYTHEORETICALTURNOVERMODELSEGLEEANDMITCHELL,1994,BUTFEWMODELSACTUALLYPOSITSPECIFICANTECEDENTSTOUNPLANNEDQUITTINGOURFINDINGSPROVIDESOMEIMPORTANTINSIGHTASTOWHATCAUSESTHISTYPEOFVOLUNTARYTURNO
39、VERASECONDREASONFORTHISTYPEOFTURNOVERCOULDBETHATSOMEPOORPERFORMINGEMPLOYEES“INVOLUNTARILY”QUITTHISEXPLANATIONWOULDBECONSISTENTWITHTHEIDEATHATORGANIZATIONSMAY“ENCOURAGE”POORPERFORMINGEMPLOYEESTOQUIT,RATHERTHANBEFIRED,ASTHISALLOWSTHEEMPLOYEETO“SAVEFACE”ANDALLOWSTHEORGANIZATIONTOMINIMIZESOMEOFTHENEGATI
40、VEIMPLICATIONSOFTERMINATINGEMPLOYEES,SUCHASLAWSUITSANDINCREASEDRATESFORUNEMPLOYMENTCOMPENSATIONHOMANDGRIFFETH,1995FURTHER,IFORGANIZATIONSDOENCOURAGEPOORPERFORMERSTOQUIT,THISTYPEOFTURNOVERWOULDBEINCORRECTLYLABELEDAS“VOLUNTARY”TURNOVERTHISMISCLASSIFICATIONWOULDTHENACTASERRORVARIANCEINSTUDIESSEEKINGTOE
41、XPLAINONLYVOLITIONALTURNOVERDECISIONSANDWOULDATTENUATEANYRELATIONSHIPSFOUNDWITHATURNOVERCRITERIONCONTAMINATEDWITHTURNOVERDUETOEMPLOYEESBEINGFORCEDTOLEAVE译文员工离职意向和自愿离职的过程对工作绩效的影响RYANDZIMMERMAN，TODDC离职意向直到20世纪70年代中后期，大多数员工离职模型与员工的态度直接相关联，如员工工作满意度，以及离职行为（布雷菲尔德和克罗克特，1955弗鲁姆，1964）。然而，组织研究人员发现这些变量之间的态度和自愿
42、离职只有适度的关系。在他1976年对自然环境和工作满意度调查后，洛克（1976年）指出，工作满意度和自愿离职之间的相关性充其量是温和的。与此相反，通过员工离职和旷工文学的研究，波特（1973）建议，更应该把重点放在强调理解员工离职决策过程中。具体来说，他们建议，“离职意向”可能调解人的态度和行为，并代表了离职前的最后一步。1975年，菲斯和AJZEN提供了以行为意图为重点的理论基础。他们的态度理论认为“对一个人的行为的最好预测将是他执行该行为的意图”（菲斯和AJZEN，1975，369页）。最后，莫布里（1977）假设了一个介于工作满意度和自愿离职的中间模型，提出了若干对工作不满的员工和离开该
43、组织的决定的中间联系的认知模式。这些步骤包括思想离职，对期望的新工作的评估和离职成本，用心去搜索寻找预期效用评估，寻找替代品，替代品的评估，与当前的工作方案比较并打算离职。莫布里的1977年提出的模型的一个重要的问题是，在模型中所作出的决定是否都有实质性的有效性。莫布里先前进行的针对模型的测试指出，该模型的许多联系不明显，影响小，或有迹象表明与预测关系相反。（坎等人，1984米勒等人，1979年）利用在其离职的结构模型测试的分析结果中，坎等人（1992年）发现，一个模型包括离职意图，打算辞职和工作满意度和自愿离职关系调解的想法，只是意图离职和工作满意度之间的关系。此外，在其路径分析，邰蒂和ME
44、YER（1993年）确定了最佳拟合模型为全面调解工作满意度和自愿离职离职意向之间的关系。这些经验表明了，有多少离职与离职的认知有关，他们对以上离职意向的理解是有问题的。不幸的是，他们都不会分析路径来选择包括工作表现的模型。正是由于这个原因，目前还不清楚员工的表现是如何影响自愿离职的过程。工作绩效和离职意向行为工作绩效很可能通过离职意愿间接地影响自愿离职，以及对自愿离职有直接影响。这种对自愿离职的直接影响表现为计划外的离职。基于LEE和MITCHELL离职（1994）模式的展开，员工可能会对“冲击”的工作环境有反应，而使他们想到辞掉工作。具体来说，艾伦和格里菲斯（1999）指出，这种冲击可能发生
45、在当雇员收到负面反馈意见或在非正式表现他们的正式绩效评估中，这可能导致离职意向或立即离职。此外，在期望理论（弗鲁姆，1964年）的基础上，工作绩效评估可能导致他们不可能接受组织（如加薪或促销活动），或者他们可能会被解雇的负面信号。这些不良的结果可能导致他们深思是否离开的问题，而不是面对不愉快的组织和潜在的心理不利的情况。最后，坎和格里菲斯（1995年）指出，为了让表现欠佳员工不失“面子”，或避免解雇员工（如诉讼或失业补偿），组织有时“鼓励”员工辞职，而不是直接裁掉他们。这一情况可能会对离职意向和离职决定有直接影响。H1的表达。工作绩效与离职意向有负相关关系。H2的表达。离职意向调解了工作绩效和
46、自愿离职之间的关系。工作满意度的调解角色在离职模型中，工作满意度很可能会部分调解工作表现以及意图离职的关系。这种信念基于期望理论，其中指出，好的工作表现带来更大的回报（包括外在和内在），又增加了工作满意度（劳勒和波特，1967）。相当多的研究发现，工作绩效和工作满意度有着适中的关系（R研究找到一个因果关系，即工作绩效影响工作满意度（如西格尔和鲍文，1971年支持施通普夫和哈特曼，1984）。根据菲斯和AJZEN（1975）的基础态度，意图和行为模式工作满意度可能影响离职意向行为。工作态度影响离开组织和导致实际离职行为效用的信仰。在对工作的满意度的先前论述中，HOPPOCK（1935年，第5页）
47、指出，“对雇主和雇员来说，无论人们是否发现他的工作足以令人满意并持之以恒都是一个头等重要的的问题。因此，地方研究人员将工作满意度摆在离职过程的重要位置。事实上，几乎所有的理论离职模型包含了工作表示满意，离职意向以及在他们的核心位置实际离职的行为关系。根据经验，工作满意度被认为是一个重要的离职意向的预报器，（R1992R等人，2000年）调解工作满意度和离职。（坎等人的关系，1992年邰蒂和迈耶，1993）。由于这种理论和经验证明，工作满意度能预期成为沟通工作表现和离职意向和行为的调解人。然而，如前所述，因为有关工作表现差的员工反馈可能导致冲动离职（或计划离职），工作满意度很可能只是部分调解及影
48、响工作绩效的离职意向和行为。H3的表达。工作满意度部分调解工作绩效和离职意向的关系。目前的研究本研究提出离职文学的两个重要贡献。首先，这项研究是第一次真实计算工作绩效和离职意向的关系估计。第二，本研究采用元分析估计测试的理论模式，即工作绩效和离职之间的关系部分被工作满意度和离职意向所调解（见图1）。此外，两个竞争模式和假设部分中介模式进行了测试和比较，这些可供选择的模式使我们能够测试工作绩效是否影响离职意向和行为，不论员工对他们的工作的满意度如何，或者如果对离职意向和离职则完全调解。第一种选择模型假定工作绩效没有直接影响到工作绩效。第二种可供选择的模式是一个由工作绩效没有直接影响离职意向或实际
49、离职的行为完全中介模式。这项研究的结果将使研究人员能够更好地了解员工的工作绩效影响工作满意度，离职意向和自愿离职。讨论本研究的目的是提供一个对工作绩效和离职意向关系的元分析预算，以及测试的理论模式解释工作绩效如何影响员工的工作满意度，离职意向和离职决定。这项研究的结果表明，工作绩效和离职意向的关系是消极的和谦虚的。此外，结果表明，有排除变数，适度规模的关系。只有性能之间的目标和离职意向的关系是同质的。此外，这项研究的结果表明，工作绩效直接和间接影响影响离职意向。该结果分析表现不良的人更可能打算离职与其他元分析性能和其他与工作相关的态度和行为的调查结果一致。表现不良的人有被认为是对他们的工作满意度少（法官等。，2001），更有可能缺席（VISWESVARAN，2002），而更可能离开组织（格里菲斯等人，2000）。事实上，该工作绩效温和的评价离职意向关系是有意义的。这一发现表明，它是监管机构对员工的工作表现，最重要的影响员工的离职意向，程度远远超过了性能目标表现率，但只略多角度不是自我表现的看法。该调查结果指出员工的工作类型和国籍的样本很有意思。首先，它看起来好像没有在美国工作的员工往往有较强的反应性能的反馈。也就是说，如果他们的上司他们视为表现良好，他们不太可能打算离职（比美国工人）。这可能表明，美国工人看轻上司如何看待自己的表现，考虑是否要辞掉工作。二，
