During the competitive and stressful daily working, employees make mistakes unavoidably. It will obviously affect not only the subordinates' feel in the organization that how leaders differentiate and deal with the mistakes of their subordinates in daily work, but also the relationship between subordinate employees and their reporting leaders. Employees who have a good relationship with their leaders may feel better and be more likely to stay in the organization. While employees who have estranged or even bad relationships with their leaders are more likely to leave the organization and choose another leader.
Employees' turnover is one of the most important and permanent topics in the field of human resource management. The obvious reason is in most cases, employees' turnover brings a series of negative effects to the organizations, such as the destruction of team stability, time and effort consuming to search successors and transit the work, etc. However, in normal practice, not all resignations are negatively impacting the organizations. It could be beneficial to the organizations if the employees' turnover can survive the fittest, let talents well flow, replenish fresh. What really hurts organizations is the turnover of high-performing employees. In such a case, this paper conducts an empirical study on how leaders' tolerance affects employees' turnover intention, what the intermediary mechanism is and what the moderating role of employee work performance is. Hopefully this paper can serve as an inspiration for the retention of high-performing employees and the cultivation of leaders' tolerance behavior.
A questionnaire survey was conducted on 584 ordinary professionals. After analyzing the data using SPSS, the results show that (1) there is a negative correlation between leader's tolerance and employees' turnover intention; (2) cognition-based trust and affect-based trust mediate the effect of leaders' tolerance on employees' turnover intention; (3) employees' working performance moderates the effect of leader's tolerance on employees' turnover intention. Negative relationship between leader's tolerance and employees' turnover intention is strengthened when working performance is high rather than when it is low; (4) the mediation effect of cognition-based trust and affect-based trust is moderated by working performance, working performance moderates the correlationship between cognition-based trust and employees' turnover intention, as well as the correlationship between affect-based trust and employees' turnover intention.
The results of this study reveal that the higher the employee's performance level is, the more obvious the effect of leaders' tolerance on turnover intention is, and the stronger the effect of leaders' tolerance on turnover intention is through cognition-based trust and affect-based trust. In other words, compared with the employees with average or poor performance, the high performers are more sensitive to the leaders' tolerance. Additionally, the turnover intention of these high performers is more easily affected by the leaders' tolerance and employees' trust in leaders.
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