Some Differences Make a Difference: Individual Dissimilarity and Group Heterogeneity as Correlates of Recruitment, Promotions, and Turnover

Susan E. Jackson, Joan F. Brett, Valerie I. Sessa, Dawn M. Cooper, Johan A. Julin, Karl Peyronnin

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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.

Original languageEnglish
Pages (from-to)675-689
Number of pages15
JournalJournal of Applied Psychology
Volume76
Issue number5
DOIs
Publication statusPublished - Oct 1991

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