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).
The existence of the honeymoon-hangover effect is supported by some studies, but there is also conflicting evidence. Some researchers have proposed potential causes of the honeymoon hangover effect. There is also evidence to suggest that certain intrinsic and extrinsic factors affect the extent to which an individual experiences this effect.
Theoretical Background
The honeymoon-hangover effect was first hypothesized and discovered in a paper by Wendy R. Boswell and co-authors.
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. 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).”
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”. 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. 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.”
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. 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."
Causes
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).
Supporting Evidence
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.
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.