The Motivations for and Outcomes of Employee Referrals

Shinnar, Rachel S.; Young, Cheri A.; Meana, Marta

doi:10.1007/s10869-004-0552-8

Cited by 60 publications

(67 citation statements)

References 18 publications

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“…These results are consistent with the findings of (Shinnar et al, 2004). As for the mediating relationship of word of mouth the p-value 0.027 and standardized loadings of 0.836 shows that word of mouth partially mediates the relationship between work environment and relationship continuity.…”

Section: The Structural Modelsupporting

confidence: 91%

“…The P-value = 0.000 of SE-WOM relationship leads to believe that there is a significant impact of self-efficacy on word of mouth also the loading of .270 provide support for the acceptance of the hypothesis. These results are supported by the study conducted by (Shinnar et al, 2004). The regression loadings for SE-WOM-RC relationship of .793 with p-value of 0.020 shows that word of mouth fully mediates the relationship between self-efficacy and relationship continuity.…”

Section: The Structural Modelsupporting

confidence: 71%

“…Thus it can be inferred that a person with high level of job satisfaction will have positive word of mouth for the organization (Shinnar et al, 2004). Thus it can be said that H3b: Work Environment has a significant relationship with Word of Mouth.…”

Section: Work Environment and Relationship Continuitymentioning

confidence: 97%

“…The execution of the three types of commitment and established that affective commitment can create behavioral loyalty in bank's employees (Jose et al, 2006) they also claimed that normative commitment if exist in employees than it can predict the intension of employees to stay with the same bank, furthermore they claimed that if all three types of commitments are combined than they can reduce benefit insensitivity and complaining attitude. Employees complaining can results in negative word of mouth also behavioral loyalty results in positive word of mouth as claimed by Zeithaml et al (1996) thus it can be hypothesized that: H1b: Self Efficacy has a significant relationship with Word of Mouth The cognitive competences of an employee help to analyze the relationship it has with organization, and this can benefit organization in two ways (Shinnar et al, 2004). It enhances the motivation level of employees to work for progress and prosper of organization.…”

Section: H1: Self Efficacy Has a Significant Relationship With Relatimentioning

confidence: 98%

“…Employees who have positive opinion about their employer are more expected to have positive intrinsic opinion about their organization (Shinnar et al, 2004). Furthermore they explained that the behavior of these employees can be explained in three ways, firstly these employees are self-motivated to be involve in progression of the organization, secondly they are involved in self-conformation that is they are always engaged in positive word of mouth engagement towards their organization, thus they become unadvertised or a source of referrals or an advertisement for the organization for which organization has to bear zero cost, thirdly and lastly the employees are motivated to share the rewards and benefits of being associated with a very worthy organization with their friends and people whom they care for.…”

Section: H1: Self Efficacy Has a Significant Relationship With Relatimentioning

confidence: 99%

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Determinants of Relationship Continuity: A Mediational Study of Relationship Quality and Word of Mouth

Chaudhary¹,

Mukhtar²

2016

IJBM

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Employees are claimed to be one the important strategic key asset of organization. In today's competitive world, departing of the skilled employees is immense dilemma for organizations especially at managerial level.Organizations not have only bear the cost of hiring and training of these mangers but also these managers act as intellectual capital as they possess knowledge and information of the key strategic areas. This study attempts to study the factors such as self-efficacy, work environment and workplace bullying behavior which governs the psychological patterns of employees in an organization. This paper studied behavioral factors of employees not only proves to be the reason for financial benefits of organization but also become a source of retaining skilled employees within organization which was referred to as relationship continuity in this paper. Structural Equation modeling technique is used to analyze the behavioral pattern of employees of Textile mills from Multan Region through Purposive sampling technique with resulting in 552 respondents. Thus, results from the study enfolded interesting insights identifying the factors which can be a source to improve and retain the skilled labor of the organization and utilizing them for creating the organizational image.Keywords: self efficacy, work place bulling behavior and work environment, relationship continuity, relationship quality

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Section: The Structural Modelsupporting

confidence: 91%

Section: The Structural Modelsupporting

confidence: 71%

Section: Work Environment and Relationship Continuitymentioning

confidence: 97%

Section: H1: Self Efficacy Has a Significant Relationship With Relatimentioning

confidence: 98%

Section: H1: Self Efficacy Has a Significant Relationship With Relatimentioning

confidence: 99%

See 3 more Smart Citations

Determinants of Relationship Continuity: A Mediational Study of Relationship Quality and Word of Mouth

Chaudhary¹,

Mukhtar²

2016

IJBM

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Motivating employee referrals: The interactive effects of the referral bonus, perceived risk in referring, and affective commitment

Pieper

Greenwald

Schlachter

2017

Human Resource Management

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Research has provided compelling evidence that employee referrals result in positive outcomes for organizations and job seekers, but it has been limited on how organizations can increase the likelihood of obtaining employee referrals. Using the theoretical lens of social exchange theory and tenets from expectancy theory, we tested two common assumptions of most employers: A referral bonus motivates employees to refer, and higher bonus amounts incite greater likelihood of referring. We theoretically developed and tested a model integrating the effects of perceived risk in referring and affective commitment and their interactions with the referral bonus to better explain the likelihood of referring. Results largely supported our predictions. Referral bonus presence, referral bonus amount, and affective commitment digitalcommons.unl.edu P i e p e r e t a l . i n H u m a n R e s o u r c e M a n a g e m e n t ( 2 0 1 7 ) 2 positively related to likelihood of referring, while perceived risk in referring negatively related to likelihood of referring. The findings also suggest that larger referral bonuses can help offset perceived risk in referring and low affective commitment levels. We contribute to the literature by developing theory, expanding the scope of the current referral literature, and offering a quantitative examination of previously theorized variables in the referring process. We conclude with suggestions to practicing managers on ways to improve the motivating potential of their employee referral programs.

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Employee Advocates: Unlocking Their Power Through Internal Communication

Thelen

2021

New Perspectives in Organizational Communication

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The Motivations for and Outcomes of Employee Referrals

Cited by 60 publications

References 18 publications

Determinants of Relationship Continuity: A Mediational Study of Relationship Quality and Word of Mouth

Determinants of Relationship Continuity: A Mediational Study of Relationship Quality and Word of Mouth

Motivating employee referrals: The interactive effects of the referral bonus, perceived risk in referring, and affective commitment

Employee Advocates: Unlocking Their Power Through Internal Communication

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