Credit Where Credit is Due: A Field Survey of the Interactive Effects of Credit Expectations and Leaders’ Credit Allocation on Employee Turnover
通过实地调查，研究发现当领导者的信用分配行为与员工期望一致时，对离职无影响；但若行为出乎意料，未达期望会引发负面反应，超出期望则产生积极效果。
Today's human resource management community has a strong interest in the issue of how HR practice is implemented by managers and leaders in the workplace. In this article, we investigate how one specific practice, leaders’ public recognition of a job well done (i.e., credit allocation), impacts employee turnover. Based on expectancy violations, psychological contracts, and turnover research, we predicted that subordinates would be more likely to leave an organization if their leader took credit for their work, but only if the credit taking violated subordinates’ expectations. In a field survey of organizational employees, we found that the effects of credit taking on turnover were negated when subordinates’ expectations and leaders’ credit allocation behavior were aligned. However, when leaders’ credit behavior came as a surprise, participants responded negatively when expectations were not met and positively when expectations were exceeded. We discuss the implications of these results for both theory and practice. © 2014 Wiley Periodicals, Inc.