It'S all in how you use it: Managers' use of meetings to reduce employee intentions to quit

Joseph E. Mroz, Joseph A. Allen

Research output: Contribution to journalArticle

5 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)348-361
Number of pages14
JournalConsulting Psychology Journal
Volume67
Issue number4
DOIs
StatePublished - 2015

Keywords

  • Leader-member exchange
  • Meetings
  • Negative affectivity
  • Perceived organizational support
  • Turnover intentions

ASJC Scopus subject areas

  • Developmental and Educational Psychology
  • Psychology (miscellaneous)

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