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Employee Turnover Intention (employee + turnover_intention)
Selected AbstractsOrganizational commitment for knowledge workers: The roles of perceived organizational learning culture, leader,member exchange quality, and turnover intention ,HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 1 2010Baek-Kyoo (Brian) Joo This article investigates the impact of perceived organizational learning culture and leader,member exchange (LMX) quality on organizational commitment and eventually on employee turnover intention. Employees exhibited the highest organizational commitment when they perceived a higher learning culture and when they were supervised in a supportive fashion. Employee turnover intention was fully mediated by organizational commitment. Overall, 43% of the variance in organizational commitment was explained by organizational learning culture and LMX quality. About 40% of the variance in turnover intention was explained by organizational commitment. Thus, perceived organizational learning culture and LMX quality (antecedents) impacted on organizational commitment, which in turn contributed negatively to employee turnover intention (consequence). [source] The Lingering Effects of the Recruitment Experience on the Long-Term Employment RelationshipNEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 3 2008Merideth Ferguson Abstract Two studies (one cross-sectional and one longitudinal) examine the effects that job negotiation interactional justice perceptions created in the recruitment process have on an employee's turnover intentions. The findings indicate a long-term impact of the interactional justice perceptions experienced in the recruitment negotiation on employees' intent to leave their organization. Specifically, job negotiation interactional justice perceptions have a lingering effect on an individual's turnover intentions beyond the effects of distributive justice and supportive human resource practices. [source] Organizational identity strength, identification, and commitment and their relationships to turnover intention: does organizational hierarchy matter?JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2006Michael S. Cole In the present study we sought to clarify the functional distinctions between organization identity strength, organizational identification, and organizational commitment. Data were obtained from 10,948 employees of a large steel manufacturer. First, confirmatory factor analysis was used to test the discriminant validity of the three focal constructs. Next, drawing on research that suggests hierarchical differentiation may influence individuals' conceptual frame of reference, we examined each focal construct's measurement equivalence across three hierarchical levels (officers, n,=,1,056, middle-management, n,=,1049, workers, n,=,1050). Finally, multigroup structural equation modeling was used to simultaneously estimate the between-group correlations between turnover intention and organization identity strength, organizational identification, and organizational commitment. Results indicated that (a) the measures used to reflect the three focal constructs were empirically distinct, (b) the focal constructs were conceptually equivalent across hierarchical levels, and (c) the pattern of correlations with turnover intention was different for employees with management responsibilities versus workers with no management responsibility. The present findings suggest perceptions of a strong organizational identity, organizational identification, and organizational commitment may influence employees' turnover intention in unique ways, depending on their hierarchical level within the organization. Copyright © 2006 John Wiley & Sons, Ltd. [source] | ||||||||||