Can Empowerment and Organizational Support for Development Stem Turnover? It Depends on Power Distance. (June 2017)

• Record Type: Journal Article
• Authors: Wilson, Morgan S.; Chaudhry, Anjali
• Is Part Of: South Asian journal of human resources management. Volume 4:Number 1(2017:Jun.)
• Page Start: 72
• Page End: 95
• Publication Date: 2017-06
• Subjects: Individual power distance -- organizational support for development -- turnover; Personnel management -- South Asia -- Periodicals; 658.300954
• DOI: 10.1177/2322093717705278
• Languages: English
• ISSNs: 2322-0937

Abstract

Research on the effects of psychological empowerment and organizational support for development (OSD) on turnover reveals mixed findings. Based on attraction–selection–attrition theory, we developed a model that examines individual-level power distance as a moderator of the relationships between psychological empowerment and turnover and OSD and turnover. Using a sample of 240 employees of a US software development company in India, we found that psychological empowerment was associated with higher turnover for high power distance employees and lower turnover for low power distance employees. Additionally, OSD was associated with higher turnover for high power distance individuals.