TY - JOUR
T1 - Understanding the Drivers of Job Satisfaction of Frontline Service Employees
T2 - Learning From “Lost Employees”
AU - Kumar, Piyush
AU - Dass, Mayukh
AU - Topaloglu, Omer
N1 - Publisher Copyright:
© The Author(s) 2014.
PY - 2014/11/12
Y1 - 2014/11/12
N2 - In this article, we examine the antecedent structure of the terminal level of job satisfaction of frontline service employees who have recently quit a firm. The results from the estimation of a latent, finite-mixture model, using data collected from former employees of a large supermarket chain, point to a two-dimensional heterogeneity among exiting employees. We find systematic variation in the relative importance of the drivers of job satisfaction, such as work environment, personality, and demographics, across employee subgroups. We also find that the threshold level of the terminal satisfaction for exiting employees could be high for some and low for others. These findings stand in contrast to the inverse satisfaction-turnover intent link documented for existing employees and provide new explanations for the observed weakness in the relationship. They are also inconsistent with the attraction-selection-attrition model that argues for a convergence in employee dispositions. We suggest that job satisfaction and turnover models can be enhanced by adopting a utility-theoretic perspective that accommodates variations in the structure and threshold levels of terminal satisfaction. To this end, we provide some guidelines for how exiting rather than existing employees can provide an alternative avenue for diagnosing the quitting process and ultimately improving the predictive power of turnover models. Finally, we suggest that the allocation of employee retention resources based on either a common model of job satisfaction, or assuming a monotonic satisfaction-intent relationship, may be inefficient. Instead, we argue for model-based, group-specific retention programs to reduce frontline service employee turnover.
AB - In this article, we examine the antecedent structure of the terminal level of job satisfaction of frontline service employees who have recently quit a firm. The results from the estimation of a latent, finite-mixture model, using data collected from former employees of a large supermarket chain, point to a two-dimensional heterogeneity among exiting employees. We find systematic variation in the relative importance of the drivers of job satisfaction, such as work environment, personality, and demographics, across employee subgroups. We also find that the threshold level of the terminal satisfaction for exiting employees could be high for some and low for others. These findings stand in contrast to the inverse satisfaction-turnover intent link documented for existing employees and provide new explanations for the observed weakness in the relationship. They are also inconsistent with the attraction-selection-attrition model that argues for a convergence in employee dispositions. We suggest that job satisfaction and turnover models can be enhanced by adopting a utility-theoretic perspective that accommodates variations in the structure and threshold levels of terminal satisfaction. To this end, we provide some guidelines for how exiting rather than existing employees can provide an alternative avenue for diagnosing the quitting process and ultimately improving the predictive power of turnover models. Finally, we suggest that the allocation of employee retention resources based on either a common model of job satisfaction, or assuming a monotonic satisfaction-intent relationship, may be inefficient. Instead, we argue for model-based, group-specific retention programs to reduce frontline service employee turnover.
KW - employee retention
KW - employee turnover
KW - frontline service employees
KW - job satisfaction
KW - latent class models
KW - turnover intention
UR - http://www.scopus.com/inward/record.url?scp=84910055936&partnerID=8YFLogxK
U2 - 10.1177/1094670514540981
DO - 10.1177/1094670514540981
M3 - Article
AN - SCOPUS:84910055936
SN - 1094-6705
VL - 17
SP - 367
EP - 380
JO - Journal of Service Research
JF - Journal of Service Research
IS - 4
ER -