Cross-lagged effects of voluntary job changes and well-being: A continuous time approach

Well-being plays an important role in organizational entry and exit processes. However, longitudinal research on the relationship between voluntary job change and well-being is still sparse, and focuses on rather short time intervals (max. 3 years). Using 12 waves of the Household, Income, and Labour Dynamics in Australia (HILDA) survey, the present study extends previous research by examining whether and how well-being is affected by a voluntary external job change, and vice versa. We tested cross-lagged effects between voluntary job change and well-being (job satisfaction, vitality, sense of belonging) with a sample of 2,565 workers, and between job change and work-family conflicts as another indicator for well-being with a sample of 1,574 working parents. Results of continuous time modeling revealed that job change predicted decreased job satisfaction and vitality and increased work-family conflicts. Job change had no significant effect on the sense of belonging. The strongest relations between job change and well-being were observed in the first 5 years after an organizational entry (job satisfaction 1 year 2 months; vitality 4 years 4 months; work-family strains 3 years 5 months; sense of belonging 3 years 8 months). Job change had no significant effect on the sense of belonging. We also found partial support for reverse effects: Increased job satisfaction made a job change less likely (strongest effect after 2 years) and higher work-family conflicts more likely (strongest effect after 4 years). Thus, the results indicate when it is especially important to support newcomers to improve adjustment and prevent quitting. (PsycInfo Database Record (c) 2022 APA, all rights reserved).