A Relational Perspective on Turnover: Examining Structural, Attitudinal, and Behavioral Predictors

Mossholder, Kevin W.; Settoon, Randall P.; Henagan, Stephanie C.

doi:10.5465/amj.2005.17843941

Cited by 403 publications

(402 citation statements)

References 37 publications

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“…This implies that the employee him-or herself was interpreted to be the sole responsible person for coping with difficulties associated with family responsibilities (ibidem, 1995). We therefore argue that following the previously explained relational perspective (Mossholder et al, 2005) is urgently needed in order to respond to nowadays' need for employees to combine the ever-increasing work and private life demands (De Vos & Author, 2015).…”

Section: Light Of Affective Commitmentmentioning

confidence: 91%

Socio-emotional support in French hospitals: Effects on French nurses' and nurse aides' affective commitment

Ruiller

Heijden

2016

Applied Nursing Research

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In spite of the differences in Human Resource Management (HRM) practices between the non-profit health care sector and business life, the majority of health care sector research appears to be based on the HRM (for Human Resources Management) blueprint for business life staff policy and practice. This study is aimed to better understand the impact of workplace social support in the context of French hospitals. Concrete, the first objective of this article comprises a thorough conceptualization and operationalization of workplace social support (i.e. both professional and personal social support). Data were collected in a French hospital among a sample of 62 respondents (for the qualitative part of our study), and among a sample of 171 health care professionals (nurses and nurse aids) (for the quantitative part of our study). Our outcomes indicate that, especially, personal support given by one's supervisor is strongly and positively related to nurses' and nurse aides' affective commitment. After a discussion about the outcomes, followed by some recommendations for future research, the article concludes with some practical implications for management in hospitals.

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Section: Light Of Affective Commitmentmentioning

confidence: 91%

Socio-emotional support in French hospitals: Effects on French nurses' and nurse aides' affective commitment

Ruiller

Heijden

2016

Applied Nursing Research

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“…Likewise, in their job embeddedness model, Mitchell, Holtom, Lee, Sablynski, and Erez (2001) proposed that a major factor inhibiting turnover is the depth and breadth of interpersonal relationships developed through contextual performance behaviors. Mossholder, Settoon, and Henagan (2005) also showed evidence that workers with fewer interpersonal ties were more likely to quit. Hence, contextual performance promotes the formal and informal connections that reduce an employee's likelihood of quitting.…”

Section: Criteria: Focal Versus Contextual Performancementioning

confidence: 92%

How Important are Job Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences

Harrison

Newman

Roth

2006

AMJ

1,015

900

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Drawing on the compatibility principle in attitude theory, we propose that overall job attitude (job satisfaction and organizational commitment) provides increasingly powerful prediction of more integrative behavioral criteria (focal performance, contextual performance, lateness, absence, and turnover combined). The principle was sustained by a combination of meta-analysis and structural equations showing better fit of unified versus diversified models of meta-analytic correlations between those criteria. Overall job attitude strongly predicted a higher-order behavioral construct, defined as desirable contributions made to one's work role (r ‫؍‬ .59). Time-lagged data also supported this unified, attitude-engagement model.Job attitudes and job performance are perhaps the two most central and enduring sets of constructs in individual-level organizational research. Yet, a longstanding debate persists about the nature and the strength of relationships between these fundamental predictors and criteria (Austin & Villanova, 1992;Brief, 1998;Johns, 1998;Judge, Thoreson, Bono, & Patton, 2001). An elemental question remains: How important are job attitudes for predicting and understanding job performance in particular, and work role-directed behaviors in general?Authors of early qualitative reviews concluded that only weak support existed for the relationship between one principal attitude, job satisfaction, and supervisor ratings or output measures of job performance (e.g., Brayfield & Crockett, 1955). A common inference in those reviews was that job attitudes were more strongly related to absence, turnover, and other forms of work role withdrawal than they were to in-role performance (e.g., Herzberg, Mausner, Peterson, & Capwell, 1957;Vroom, 1964). Subsequent quantitative reviews also failed to show job attitudes as having strong predictive utility. One meta-analysis reported a lackluster value (ˆϭ .17) as the best estimate of the correlation between satisfaction and performance (Iaffaldano & Muchinsky, 1985). Another review showed organizational commitment bore a weaker relationship to job performance (ˆϭ .14) than to at least one withdrawal behavior, turnover (ˆϭ Ϫ.28;Mathieu & Zajac, 1990). Consequently, the pendulum of causal potency has swung away from job attitudes (at least until recently; see Judge et al. [2001]). One widely held view is that attitudes are inconsistent or epiphenomenal forces in work behavior (e.g., Locke & Latham, 1990): they explain only 3-4 percent of performance variance and have little practical importance for managers.The current article subjects that view to empirical scrutiny via comprehensive and comparative tests. In doing so, we attempt to contribute to management knowledge in five ways. First, we investigate and more fully map the individual-level criterion space (i.e., a set of work behaviors valued by organizations [Austin & Villanova, 1992]) by bringing four original meta-analyses to the literature, estimating the connections between contextual performance and (1) lateness, (2) a...

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“…The employee turnover is always expensive, detrimental and always affects the organizational performance [9]. Replacing leaving employees and selecting, recruiting and training the new ones will cost a lot of time, money and effort [10]. Reference [11] find that the relationship between total turnover and organizational performance is significant in a negative way.…”

Section: Definition Of Employee Turnover Its Sources and The Rolmentioning

confidence: 99%

Employees’ Turnover, Knowledge Management and Human Recourse Management: A Case of Nitaqat Program

Alshanbri¹,

Khalfan²,

Noor³

et al. 2015

IJSSH

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Abstract-Employee turnover as a term and its sources have been introduced and conducted in several studies in the past few decades. The lost knowledge as a result of this turnover on a large scale as a" country scale" is the topic that will be discussed and presented in this paper. Nitaqat as a localization program that have been forced by the Saudi ministry of Labour has caused a huge cases of employees turnover. Due that turnover, the knowledge retention has been affected. This paper examines the employee turnover sources, its effects and forwards a suggested strategy that linked to HRM on how to minimize the lost knowledge that caused by the localization program Nitaqat.

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A Relational Perspective on Turnover: Examining Structural, Attitudinal, and Behavioral Predictors

Cited by 403 publications

References 37 publications

Socio-emotional support in French hospitals: Effects on French nurses' and nurse aides' affective commitment

Socio-emotional support in French hospitals: Effects on French nurses' and nurse aides' affective commitment

How Important are Job Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences

Employees’ Turnover, Knowledge Management and Human Recourse Management: A Case of Nitaqat Program

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