Some Differences Make a Difference: Individual Dissimilarity and Group Heterogeneity as Correlates of Recruitment, Promotions, and Turnover
Document Type
Article
Publication Date
1-1-1991
Journal / Book Title
Applied Psychology
Abstract
Schneider's (1987) attraction-selection-attrition model and Pfeffer's (1983) organization demography model were used to generate individual-level and group-level hypotheses relating interpersonal context to recruitment, promotion, and turnover patterns. Interpersonal context was operationalized as personal dissimilarity and group heterogeneity with respect to age, tenure, education level, curriculum, alma mater, military service, and career experiences. For 93 top management teams in bank holding companies examined over a 4-yr period, turnover rate was predicted by group heterogeneity. For individuals, turnover was predicted by dissimilarity to other group members, but promotion was not. Team heterogeneity was a relatively strong predictor of team turnover rates. Furthermore, reliance on internal recruitment predicted subsequent team homogeneity.
DOI
10.1037/0021-9010.76.5.675
MSU Digital Commons Citation
Jackson, Susan E.; Brett, Joan F.; Sessa, Valerie; Cooper, Dawn M.; Julin, Johan A.; and Peyronnin, Karl, "Some Differences Make a Difference: Individual Dissimilarity and Group Heterogeneity as Correlates of Recruitment, Promotions, and Turnover" (1991). Department of Psychology Faculty Scholarship and Creative Works. 456.
https://digitalcommons.montclair.edu/psychology-facpubs/456
Published Citation
Jackson, S. E., Brett, J. F., Sessa, V. I., Cooper, D. M., Julin, J. A., & Peyronnin, K. (1991). Some differences make a difference: Individual dissimilarity and group heterogeneity as correlates of recruitment, promotions, and turnover. Journal of Applied Psychology, 76(5), 675–689. https://doi.org/10.1037/0021-9010.76.5.675