The author thanks Paul Goodman, Lance Kurke, Anthony Pratkanis and especially Robert Atkin for their thoughtful reviews of earlier drafts of this paper.
Consequences of Power in a Simulated Job: Understanding the Turnover Decision1
Version of Record online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 23, Issue 1, pages 52–78, January 1993
How to Cite
Schminke, M. (1993), Consequences of Power in a Simulated Job: Understanding the Turnover Decision. Journal of Applied Social Psychology, 23: 52–78. doi: 10.1111/j.1559-1816.1993.tb01004.x
- Issue online: 31 JUL 2006
- Version of Record online: 31 JUL 2006
A great deal of research examines sources of power in organizations, but relatively little research examines its consequences. This paper investigates the effects of employees’ perceived power on the likelihood that they will leave the organization. A competitive test between a power based approach to modeling turnover and a more traditional job satisfaction based model supports the utility of the power based model. In each of two studies, high power subjects were significantly less likely to leave a simulated job than were low power subjects, and high opportunity subjects were significantly more likely to leave than were low opportunity subjects. Each of these effects was significant even after controlling for the effect of job satisfaction. Implications and possible extensions of these results are discussed.