Predicting Turnover Cognition in Applied Behavior Analysis Supervisors

This paper will focus on exploring the cognitive processes that influence turnover intentions in ABA supervisors. Specifically, this paper will investigate how individual differences in task-specific self-efficacy beliefs, general self-efficacy beliefs, and perceived organizational support impact an ABA supervisor's decision to stay or leave their current position. Additionally, this paper will also explore how different coping strategies moderate the relationship between these three variables and turnover intentions. It is hypothesized that higher levels of task-specific self-efficacy beliefs and general self-efficacy beliefs will be associated with lower levels of turnover intentions. Furthermore, it is expected that higher levels of perceived organizational support will be associated with lower levels of turnover intentions.

Finally, it is predicted that maladaptive coping strategies will exacerbate the relationship between the three predictor variables and turnover intentions, while adaptive coping strategies will serve to buffer this relationship. The findings of this paper could have important implications for ABA organizations as they seek to retain their supervisors and maintain a high quality workforce. Additionally, the results of this research could also contribute to our understanding of how different cognitive processes influence an individual's decision to stay or leave their current job.

Task-specific self-efficacy beliefs refer to an individual's confidence in their ability to complete specific tasks required by their job (Bandura, 1977). Individuals with high levels of task-specific self-efficacy are more likely to believe that they have the skills and abilities necessary to perform their job duties. On the other hand, individuals with low levels of task-specific self-efficacy may doubt their ability to complete required tasks and may be more likely to experience anxiety and stress in relation to their job. Previous research has shown that task-specific self-efficacy is a strong predictor of job performance (Bandura, 1977; Locke & Latham, 1990). Additionally, research on cognitive dissonance theory suggests that individuals who question their ability to perform their job duties are more likely to experience dissonance, or psychological discomfort, which can lead to feelings of stress and anxiety (Festinger, 1957).

General self-efficacy beliefs refer to an individual's confidence in their ability to cope with a variety of challenges and setbacks (Bandura, 1977). Individuals who believe that they have the skills and abilities necessary to cope with difficult situations are more likely to persevere in the face of adversity. On the other hand, individuals who doubt their ability to cope with difficult situations may be more likely to give up in the face of adversity. Previous research has shown that general self-efficacy is a strong predictor of job performance (Bandura, 1977; Locke & Latham, 1990). Additionally, research on learned helplessness theory suggests that individuals who believe that they lack the ability to cope with difficult situations are more likely to experience feelings of helplessness and may be more likely to give up in the face of adversity (Seligman, 1975).

Perceived organizational support refers to an individual's perceptions of whether or not their organization values their contributions and is interested in their well-being (Eisenberger, Huntington, Hutchison, & Sowa, 1986). Individuals who perceive that their organization values their contributions and is interested in their well-being are more likely to feel a sense of obligation to the organization and may be less likely to leave their current position.