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

Research output: Contribution to journalArticle

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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 (US)
Pages (from-to)675-689
Number of pages15
JournalJournal of Applied Psychology
Issue number5
StatePublished - Oct 1991
Externally publishedYes


ASJC Scopus subject areas

  • Applied Psychology

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