It’s All in How You Use It: Managers’ Use of Meetings to Reduce Employee Intentions to Quit

Authors

Joseph E. Mroz, University of Nebraska at OmahaFollow
Joseph A. Allen, University of Nebraska OmahaFollow

Document Type

Article

Publication Date

12-2015

Publication Title

Consulting Psychology Journal: Practice and Research

Volume

67

Issue

4

First Page

348

Last Page

361

Abstract

Meetings are often viewed as unnecessary, wastes of time, and overall negative experiences at work. In this study, we examined the positive side of meetings, specifically, how the relationship a manager fosters with subordinates in meetings affects those employees’ intentions to quit (ITQ). Using an online survey of working adults who regularly attended meetings, we found that the relation between perceived organizational support (POS) and leader–member exchange (LMX) quality in meetings on ITQ depended on an employee’s level of negative affectivity (NA). When POS or LMX in meetings was low or average, high-NA employees held significantly higher ITQ than low-NA employees. However, when POS or LMX in meetings was high, high-NA employees were no more likely to quit than low-NA employees. We provide a series of practical recommendations based on our findings that consulting psychologists can implement in their clients’ meetings to address employee withdrawal cognitions. (PsycINFO Database Record (c) 2016 APA, all rights reserved)

Comments

The original article can be found at Consulting Psychology Journal: Practice and Research® is a registered trademark of American Psychological Association.

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Recommended Citation

Mroz, Joseph E. and Allen, Joseph A., "It’s All in How You Use It: Managers’ Use of Meetings to Reduce Employee Intentions to Quit" (2015). Psychology Faculty Publications. 196.
https://digitalcommons.unomaha.edu/psychfacpub/196