Many primary studies have examined the relationships among work-related attitudes, performance, and turnover intentions using Korean employee samples. Yet none has attempted to clarify the literature through meta-analytic integration. This is unfortunate given that such work-related attitudes and behaviors are variables of interest for both scholars in the organizational sciences and practitioners. A meta-analytic review, such as the one presented here, can provide more useful and organized information on the relationships among these variables by correcting for the distorting effects of sampling and measurement error often found in primary studies.
Accordingly, the main objective of this study is to investigate the strength of the relationships among job satisfaction, organizational commitment, performance, and turnover intentions among Korean employees using meta-analytic techniques. Second, this study investigates whether measurement foci (type) moderates the strength of variable relationships (e.g., global vs. facet job satisfaction, overall vs. affective organizational commitment, and task vs. contextual performance). Third, we compare our results with those from North American-based samples. By examining how the strength among these important variables differs between Korean and North American employees, we provide suggestions for future research.
An extensive literature search of Korean and international journals in management and related disciplines - industrial and organizational psychology, public administration - was conducted to identify published empirical studies based on Korean employees. In order to maintain the quality of the current meta-analysis we set three inclusion criteria. First, we excluded unpublished papers (e.g., conference papers and dissertations). Second, a study was required to contain at least two out of the four designated variables - job satisfaction, organizational commitment, performance, turnover intention. Finally, we included a paper if it addressed any dimension of job performance, including overall, task, contextual, counterproductive, and adaptive performance. This literature search yielded 49 independent samples for the current meta-analysis. Three of the coauthors coded the collected studies and the inter-rater agreement among them was high (97%). We held a meeting to resolve remaining discrepancies.
The meta-analysis was conducted based on Hunter-Schmidt"s (2004) random effects model. Results are as follows. First, the true-score correlation between job satisfaction and organizational commitment is .76 (k = 28, N = 14,003). Although the difference is not dramatic, when correlating overall job satisfaction to overall organizational commitment (.79, k = 9, N = 7,034) the true-score correlation is somewhat stronger than when correlating facet job satisfaction and affective organizational commitment (.70, k = 8, N = 3,304). Second, the true-score correlation between job satisfaction and turnover is -.39 (k = 22, N = 47,003). However, it was found that the measurement type of job satisfaction moderates the strength of this relationship. Specifically, we found that the true-score correlation in the overall job satisfaction and turnover relationship (-.67, k = 9, N = 3,366) is almost double that for the facet job satisfaction and turnover intention relationship (-.37, k = 13, N = 43,637). Third, for the organizational commitment and turnover intention relationship, the true-score correlation is -.61 (k = 20, N = 76,833). Although the difference is marginal, the correlation is greater between overall organizational commitment and turnover intention (-.66, k = 9, N = 3,135) than the relationship between affective organizational commitment to turnover intention (-.56, k = 11, N = 4,548). Fourth, the true-score correlation between job satisfaction and performance is .38 (k = 22, N = 46,503), while the true score relations
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