			Home About us Contact

Turnover Decisions (turnover + decision)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	66%

Selected Abstracts

UNDERSTANDING THE IMPACT OF PERSONALITY TRAITS ON INDIVIDUALS' TURNOVER DECISIONS: A META-ANALYTIC PATH MODEL

PERSONNEL PSYCHOLOGY, Issue 2 2008
RYAN D. ZIMMERMAN
Historically, researchers have sought to identify environmental causes of employee turnover. This paradigm has led to the underemphasis of individual differences as being an important cause of individuals' turnover decisions. The results of the meta-analysis show that personality traits do have an impact on individuals' turnover intentions and behaviors. The trait of Emotional Stability best predicted (negatively) employees' intentions to quit, whereas the traits of Conscientiousness and Agreeableness best predicted (negatively) actual turnover decisions. A theoretically developed path model showed important direct effects from personality to intentions to quit and turnover behaviors that were not captured through job satisfaction or job performance. These direct effects indicate that employees who are low on Emotional Stability may intend to quit for reasons other than dissatisfaction with their jobs or not being able to perform their jobs well. The direct effects on turnover suggest that individuals who are low on Agreeableness or high on Openness may engage in unplanned quitting. Personality traits had stronger relationships with outcomes than did non-self-report measures of job complexity/job characteristics. [source]

An Examination of the Role of HRD in Voluntary Turnover in Public Service Organizations

PERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2002
Kenneth R. Bartlett
ABSTRACT In this study I examine the role of HRD, job satisfaction, and organizational commitment in voluntary turnover decisions. A sample of managers from public service agencies who voluntarily left their job in the previous year is compared to a sample of currently employed managers in the same or equivalent position. Both quantitative and qualitative methods are used to determine if attitudes towards HRD were a factor in the turnover decision for those who voluntarily left and if it would be a factor in influencing turnover intentions in those currently employed in comparable positions. The level of job satisfaction and organizational commitment are also compared between the two groups of respondents. The implications of attitudes towards HRD and levels of job satisfaction and organizational commitment in the decision to turnover among public service managers are examined along with recommendations for further research on the role of HRD in turnover decisions. [source]

An application of the unfolding model to explain turnover in a sample of military officers

HUMAN RESOURCE MANAGEMENT, Issue 1 2007
Daniel T. Holt
Questionnaire data from 182Air Force officers who had voluntarily separated from the service were used to test Lee and Mitchell's (1994) unfolding model of voluntary turnover. Specifically, Lee and Mitchell predict five distinct paths to voluntary turnover, explaining the sequence of deliberate and impulsive decisions individuals make as they choose to leave organizations, where individuals interpret an organizational event, assess their relation to the workplace, evaluate options, and enact a response. Results indicate that 47% of the participants followed those five paths. Model modifications were made that reflect the unique nature of military service where members have preexisting plans to leave the service after a defined period or event. These modifications capture an additional 36% to explain 83% of the turnover decisions. The implications of these findings are addressed. ©2007 Wiley Periodicals, Inc. [source]