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Honeymoon-hangover effect

Summary

In organisational psychology, the honeymoon-hangover effect describes the relationship between voluntary employee job change and job satisfaction. The first stage of the honeymoon hangover effect is referred to as “deterioration”, in which employees experience job dissatisfaction and leave their old job. Immediately after changing jobs, there is a sudden increase in job satisfaction at the new job (honeymoon effect). This increase in job satisfaction is followed by a slower decline in job satisfaction back to a baseline level (hangover effect).[1]

The existence of the honeymoon-hangover effect is supported by some studies,[2][3] but there is also conflicting evidence.[4] Some researchers have proposed potential causes of the honeymoon hangover effect.[5] There is also evidence to suggest that certain intrinsic and extrinsic factors affect the extent to which an individual experiences this effect.[6][7][2]

Theoretical Background edit

The honeymoon-hangover effect was first hypothesized and discovered in a paper by Wendy R. Boswell and co-authors.[1]

The authors’ speculation of the honeymoon-hangover effect was based on prior research findings. In the original paper, the authors stated that research had shown low job satisfaction is related to turnover. For example, one meta-analysis cited in the original paper found that there was a correlation of -.19 between job satisfaction and employee turnover.[8] This prior research to the authors’ first hypothesis (deterioration), which states:


“Turnover at a given point in time (t) is likely to be preceded by dissatisfaction at an earlier point in time (t − 1).”[1]


Further examination of prior literature motivated the authors' second hypothesis (the honeymoon effect). The paper explains that many previous studies had found evidence to support the idea that job satisfaction is likely to increase when starting a job. Some findings had shown that organizations “typically present their most favourable side to individuals during recruitment”.[9] Furthermore, the authors mentioned that some academics had argued irreversible and voluntary job transitions are likely to stimulate a desire to perceive the new job in a positive light.[10] These findings led the authors to propose the second hypothesis which states:


“A voluntary job change will be met with an increase in job satisfaction, which we term the honeymoon effect.”[1]


Further analysis of other research provoked the authors to hypothesize the hangover effect. It had been found previously that as employees spend more time in their new job, they gain more knowledge about their job. This increased knowledge (which is likely to be more accurate) reduces the attractiveness of the job.[11] These findings, combined with others, led the authors to propose the third hypothesis which states:


“The honeymoon effect will be followed by a decline in job satisfaction, which we term the hangover effect." [1]

Causes edit

Psychological theories of how the honeymoon hangover effect manifests have been posited. In one study, 16 workers who had left their previous job in the past 30 months were interviewed and transcripts were analysed. The resulting theory suggested that the honeymoon effect is a result of the new job being able to remedy sources of “pain” inflicted in the previous job. Because of this myopic focus on the remedy of pain, other factors that could potentially cause job dissatisfaction in the future are discounted. When these other factors are realized, individuals may then experience job dissatisfaction (the hangover effect).[5]

Supporting Evidence edit

One study examined patterns of job satisfaction experienced by 132 new employees by collecting data on job satisfaction at 4 different time points. The study showed that employees experienced a honeymoon-hangover pattern of job satisfaction, in which satisfaction peaked after job entry and decreased afterwards.[2]

One study analysed data from the German Socioeconomic panel survey, which includes data on 10,000 households on variables including subjective well-being and employment. Statistical analyses were conducted on the data which led the researchers to conclude that the term honeymoon-hangover was a good description of the pattern of job satisfaction observed. This study also showed that this pattern of job satisfaction was only seen after voluntary job change, which is consistent with the honeymoon-hangover effect hypothesis.[3]

Conflicting Evidence edit

One study looked at how the emotions and feelings of new police recruits changed during the job adjustment period. This study reported that happiness didn’t change significantly throughout the process, whilst levels of anger and anxiety increased. The authors report that these findings “highlight the importance of examining changes in newcomers' felt emotions, as they exhibit a different pattern from the honeymoon-hangover effect”. Despite this, the authors note that increases in anger and anxiety found could explain the hangover effect.[4]

Factors influencing the honeymoon-hangover effect edit

Evidence suggests that certain factors influence whether an individual experiences a honeymoon-hangover pattern of job satisfaction and to what extent. For example, personality, overeducation and positive initial experiences.

Personality edit

Some research has indicated that certain personality traits are associated with the honeymoon-hangover effect. One study analysed data on 1553 individuals in South Korea and found that extroverts had higher job satisfaction at the start of a new job compared to introverts. This study also found that the hangover effect was stronger for extroverted newcomers.[7]

Overeducation edit

Overeducation refers to  a situation where the level of formal education an employee has is above the level required for the current occupation.[6] One study analysed data on 30,000 respondents from the Socioeconomic panel. The study aimed to uncover how the match between education and job affects job satisfaction during a job change. The results showed that the extent of overeducation in the old and new job impacts the strength of the honeymoon and hangover effects. The study concluded that the honeymoon effect is stronger for individuals who move from a job in which they were overeducated to a job in which their level of education better matches their job. The hangover effect was also weaker for these individuals. This study further found that individuals who move into jobs which match their education to a lesser extent experience no honeymoon effect. [6]

Positive initial experiences edit

Initial positive experiences in a new job can typify the honeymoon-hangover effect. It was found that if newcomers perceived the organization to be fulfilling commitments, a honeymoon-hangover pattern was found concerning their job satisfaction. However, newcomers who did not perceive the organization to be fulfilling commitments did not experience a honeymoon-hangover pattern of job satisfaction. Instead, for these individuals, job satisfaction remained the same throughout the job-change process.[2]

Furthermore, it was found newcomers who reported feeling more socialized in new jobs experienced a honeymoon-hangover pattern of job satisfaction. Newcomers who didn’t report feeling socialized in a new job instead experienced a consistent decline in job satisfaction, with no honeymoon or hangover effect.[2]

References edit

  1. ^ a b c d e Boswell, Wendy R.; Boudreau, John W. (2005). "The relationship between employee job change and job satisfaction: the honeymoon-hangover effect". Journal of Applied Psychology. 90 (10): 90(5):882–92. doi:10.1037/0021-9010.90.5.882. PMID 16162061. Retrieved 26 July 2015.
  2. ^ a b c d e Boswell, Wendy R.; Shipp, Abbie J.; Payne, Stephanie C.; Culbertson, Satoris S. (2009). "Changes in newcomer job satisfaction over time: Examining the pattern of honeymoons and hangovers". Journal of Applied Psychology. 94 (4): 844–858. doi:10.1037/a0014975. ISSN 1939-1854. PMID 19594229.
  3. ^ a b Chadi, Adrian; Hetschko, Clemens (2017-07-25). "The magic of the new: How job changes affect job satisfaction". Journal of Economics & Management Strategy. 27 (1): 23–39. doi:10.1111/jems.12217. hdl:10419/96368. ISSN 1058-6407. S2CID 3634439.
  4. ^ a b Wong, Carol M.; Craig, Lydia; Bradley‐Geist, Jill; Kaplan, Seth (2022-06-07). "Police recruits' predicted and felt emotions during organizational socialization". Applied Psychology. 72 (2): 849–862. doi:10.1111/apps.12400. ISSN 0269-994X. S2CID 248736578.
  5. ^ a b Boyle, Elisabeth; Johnson, Christopher; Merritt, Stephanie; Niemann, Paul; Parsley, Sammie (2019). "Blinded by the Pain: A Grounded Theory of Myopia During Job Transition". Proceedings of the Ninth International Conference on Engaged Management Scholarship. 2019. SSRN 3454086 – via SSRN.{{cite journal}}: CS1 maint: multiple names: authors list (link)
  6. ^ a b c Khalil, Samir; Lietz, Almuth; Mayer, Sabrina J. (2022-09-28). "Overeducation as moderator for the link between job change and job satisfaction among immigrants and natives in Germany". Current Psychology. doi:10.1007/s12144-022-03695-7. ISSN 1046-1310. S2CID 252606898.
  7. ^ a b Son, Jooyeon; Ok, Chiho (2019). "Hangover follows extroverts: Extraversion as a moderator in the curvilinear relationship between newcomers' organizational tenure and job satisfaction". Journal of Vocational Behavior. 110: 72–88. doi:10.1016/j.jvb.2018.11.002. ISSN 0001-8791. S2CID 149903017.
  8. ^ Griffeth, Rodger W.; Hom, Peter W.; Gaertner, Stefan (2000). "A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium". Journal of Management. 26 (3): 463–488. doi:10.1177/014920630002600305. ISSN 0149-2063. S2CID 146664384.
  9. ^ Maanen, John Van (1975). "Police Socialization: A Longitudinal Examination of Job Attitudes in an Urban Police Department". Administrative Science Quarterly. 20 (2): 207–228. doi:10.2307/2391695. ISSN 0001-8392. JSTOR 2391695.
  10. ^ Ashforth, Blake E; Kreiner, Glen E (2002-06-01). "Normalizing emotion in organizations: Making the extraordinary seem ordinary". Human Resource Management Review. 12 (2): 215–235. doi:10.1016/S1053-4822(02)00047-5. ISSN 1053-4822.
  11. ^ Lawler, Edward E.; Kuleck, Walter J.; Rhode, John Grant; Sorensen, James E. (1975). "Job choice and post decision dissonance". Organizational Behavior and Human Performance. 13 (1): 133–145. doi:10.1016/0030-5073(75)90009-4. hdl:2027.42/22131. ISSN 0030-5073.