Job resignation as a function of role orientation and leader acceptance: A longitudinal investigation of organizational assimilation

Abstract

Based upon a model derived from the results of an earlier study by Graen, Orris, and Johnson (Journal of Vocational Behavior, 1973, 3, 395–420), this study tested a set of hypotheses concerning the contributions of variables from two domains of the job situation (Work Itself and Leadership Exchange) to job perceptions and later job resignations. Predictor and job perception data were collected from clerical job incumbents and their immediate supervisors at two separate times (6 months apart), and resignation data were collected from records 18 months later. Results on the contribution of earlier role orientation (a measure of the relative acceptance of the work itself) to later job experiences and resignations generally replicated those of the earlier study (Graen et al., 1973). Results on the contribution of leader acceptance (a measure of the adequacy of the leadership exchange) to job experiences and job resignations supported the hypotheses derived from the earlier results. Contrary to the hypothesized model, evidence was found for a combined (interaction) contribution of role orientation and leader acceptance on frequency of resignations. Theoretical and practical implications of this compensatory model of (a) role orientation and (b) leadership acceptance are discussed.