The Effect of Mismanagement of Poor Performers on Their Coworkers’ Turnover Intentions

Abstract

The management of poor performers significantly affects their coworkers’ behaviors. Using the glass floor effect and social loafing theory, this study found that public employees’ perceptions of poor performer mismanagement varied based on their gender, race, age, disability, and leader status. Moreover, the mismanagement of poor performers significantly increased their coworkers’ turnover intention, with affective organizational commitment serving as a significant mediator in this relationship. Furthermore, the influence of mismanagement of poor performers on their coworkers’ turnover intention decreased as the level of organizational communication increased. These results highlight the critical importance of effective management of poor performers.