Does Turnover Intention Matter? Evaluating the Usefulness of Turnover Intention Rate as a Predictor of Actual Turnover Rate

Cohen, Galia; Blake, Robert S.; Goodman, Doug

doi:10.1177/0734371x15581850

Cited by 207 publications

(175 citation statements)

References 91 publications

(132 reference statements)

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“…Heinen et al (2013) explored 10 Western countries and found that the odds of intent to leave the profession were approximately 1.5-3 times higher among nurses with a high score on burnout. However, previous research results found that the relationship between intent to leave and actual turnover were not significant (Cohen, Blake, & Goodman, 2016;Kivimäki et al, 2007). Some other factors might therefore affect the turnover in the population of those who intend to leave the job, and more investigation is needed in the future.…”

Section: Work Environment Burnout and Intent To Leavementioning

confidence: 88%

Relationship between authentic leadership and nurses' intent to leave: The mediating role of work environment and burnout

2018

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Aim The aim of this study was to explore the mediating effects of work environment and burnout on the relationship between authentic leadership and the intention of nurses to leave their job. Background Authentic leadership can contribute to a good work environment. Burnout is a critical factor that affects nurses‧ intent to leave. The mediating roles of work environment and burnout on the relationship between authentic leadership and intent to leave is unclear. Methods A cross‐sectional design was used, and 946 nurses from three different levels of hospital (medical center, regional, and district), defined in terms of the number of beds and type of medical care provided, responded to four self‐report questionnaires. Results Work environment and burnout mediated the effect of authentic leadership on intent to leave among nurses. The mediating effects of burnout on authentic leadership was present both for junior (β = 0.073) and senior (β = 0.081) nurses. Conclusion Authentic leadership can affect nurses‧ intent to leave but the work environment and burnout are important mediators of this influence. Implications for Nursing Management Administrators should adopt authentic leadership practices and make efforts to improve the work environment and decrease burnout in order to decrease nurses‧ intent to leave.

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Section: Work Environment Burnout and Intent To Leavementioning

confidence: 88%

Relationship between authentic leadership and nurses' intent to leave: The mediating role of work environment and burnout

2018

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“…All of the previous studies assessed employees' turnover intention from their self-reported measures [e.g. 5,10,12,22,45] and reported the possibility of common method bias, which can lead towards misleading information and results. We argued that due to collective culture of South Asia, people share their feelings and intentions with others close to them.…”

Section: Discussionmentioning

confidence: 99%

“…Turnover intention is a widespread phenomenon of interest to the fields of organizational behavior, psychology [10,11], economics and sociology [10] because it is strongly related to actual turnover and voluntarily withdrawal of employees [10,[12][13][14][15]. The investigation of turnover intention and actual turnover has been proliferating [8,16], in a couple of decades to find out the answer "why do people leave?"…”

Section: Introductionmentioning

confidence: 99%

Expressed Turnover Intention: Alternate Method for Knowing Turnover Intention and Eradicating Common Method Bias

Abid

Butt

2017

ILSHS

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Abstract. Employees are the building blocks and valuable assets in an organization. Organizational researchers and practitioners have shown a burgeoning attention to satisfy and retain key performer as the cost of leaving a job is very high for the employing organizations. Discovering turnover intention in its formation stages is very crucial, not only to resist its' piled up effect but also to control the actual turnover in the future. Most of the times, management is not aware of the employee's quit intention because employees don't show their intention explicitly until they actually leave the organization. However, majority of the times employees share their feeling with their colleagues or other close work mates. Based on positive relationship at work, we argued that the individuals who work together normally share their feelings with their close colleagues regarding their decision of leaving or staying (expressed turnover intention) with the current employer. Therefore, the objective of the current study is to investigate the relationship between turnover intention and expressed turnover intention. Furthermore, we offer a new perspective to data collection from other sources, which will assist us in shortening the questionnaire, also minimizing the common method bias and knowing the quit intention from other source. Finally, theoretical and practical implications along with direction for future studies are also discussed.

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“…Cohen, Blake, and Goodman (2016) showed in a study among federal U.S. public agencies that this turnover intention often does not lead to actual turnover. It is passive as it often does not lead to actual behavior.…”

Section: Outcomes Of Work Engagementmentioning

confidence: 99%

“…Moreover, while it is expected that organizational work engagement is a determinant of these job outcomes, several scholars in public administration show that individual and job resources are also determinants of organizational commitment and turnover intention (Cohen et al, 2016;Moynihan & Pandey, 2007). It is therefore expected that work engagement partially mediates the relationship between individual and job resources, and job outcomes.…”

Section: Outcomes Of Work Engagementmentioning

confidence: 99%

Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective

Borst

Kruyen

Lako

2017

Review of Public Personnel Administration

141

174

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Work engagement refers to an active energetic state of mind that is characterized by vigor, dedication, and absorption. Despite practitioner's attention for work engagement, few public administration scholars have studied public servants' work engagement empirically. The goal of this study is to extend the job demands-resources (JD-R) model of work engagement using insights from the public administration literature. The analysis of a large-scale survey (N = 9,465) shows that (a) work and personal resources, including public service motivation, are positively related to work engagement; (b) red tape moderates these relationships; and (c) work engagement mediates the relationship between JD-R and job outcomes. In conclusion, public organizations can potentially increase work engagement and inherently employee outcomes by increasing work-related resources (autonomy, cooperation with colleagues) and selecting personnel with a proactive personality and high levels of public service motivation.

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Does Turnover Intention Matter? Evaluating the Usefulness of Turnover Intention Rate as a Predictor of Actual Turnover Rate

Cited by 207 publications

References 91 publications

Relationship between authentic leadership and nurses' intent to leave: The mediating role of work environment and burnout

Relationship between authentic leadership and nurses' intent to leave: The mediating role of work environment and burnout

Expressed Turnover Intention: Alternate Method for Knowing Turnover Intention and Eradicating Common Method Bias

Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective

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