The validity of mobley's (1977) model of employee turnover

Hom, Peter W.; Griffeth, Rodger W.; Sellaro, C.Louise

doi:10.1016/0030-5073(84)90001-1

Cited by 318 publications

(297 citation statements)

References 44 publications

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“…Organizational commitment was measured using the 15-item questionnaire (OCQ) (α = .91), developed by Mowday, Steers, and Porter (1979). Turnover intentions (α = .71) were assessed by three items adopted from Hom, Griffeth, and Sellaro (1984).…”

Section: Methodsmentioning

confidence: 99%

360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination

Luthans¹,

Peterson

2003

Human Resource Management

170

105

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Wanted: High-performance work practices to gain a competitive advantage. An increasingly common answer to this desperate call is 360-degree programs; unfortunately, they have, at best, mixed reviews when empirically assessed. This study found that a way to improve the effectiveness of 360s may be to combine them with coaching focused on enhanced self-awareness and behavioral management. In a small manufacturer, this feedback-coaching resulted in improved manager and employee satisfaction, commitment, intentions to turnover, and at least indirectly, this firm's performance. This feedback-coaching may be a winning combination to help in the competitive battles in today's global economy.

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Section: Methodsmentioning

confidence: 99%

360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination

Luthans¹,

Peterson

2003

Human Resource Management

170

105

View full text Add to dashboard Cite

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“…Despite the existence of other important contributions (e.g., Rosse & Hulin, 1985;Sheridan & Abelson, 1983), variations on Mobley's (1977) intermediate linkage model dominated early process research (e.g., Hom, Caranikas-Walker, Prussia, & Griffeth, 1992;Hom, Griffeth, & Sellaro, 1984). Empirical tests using survey measures have indirectly supported the decision sequence specified by these models, whereby employees become dissatisfied We want to thank Steve Green, Jim Dworkin, Jodi Freeman, Ellen Jackofsky, Robert Steel, Paul Spector, David Allen, Terry Mitchell, and Tim Judge, along with the reviewers at AMJ, for giving helpful feedback on earlier versions of this article.…”

Section: Turnover Models Turnover Process Research: the Howsmentioning

confidence: 99%

Profiles in Quitting: Integrating Process and Content Turnover Theory.

Maertz¹,

Campion²

2004

Academy of Management Journal

277

227

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Process models of turnover focus on how people quit; content models focus on why. To integrate these approaches and test whether motives relate systematically to decision processes, we classified 159 leavers using four process types and measured eight content motives for leaving. One key finding was that those who quit with no job alternative had more negative affect than users of other decision types, suggesting affect-driven, impulsive quitting. Results suggest that process-content integration is a fruitful direction for turnover research."Voluntary employee turnover" is one of the most studied behaviors in management research (Griffeth, Hom, & Gaertner, 2000;Hom & Kinicki, 2001;March & Simon, 1958). The many multivariate models and empirical tests within this research stream have greatly enhanced knowledge about quitting. Process models focus on how individuals arrive at their final decisions to quit, while content models focus on why individuals quit organizations. Although there has been some inevitable overlap (e.g., Lee & Mitchell, 1994), current multivariate models focus primarily on explicating either the hows or the whys of turnover, but not on both simultaneously. Process researchers admit that although employees follow specific turnover paths, "Individuals experience unique circumstances when they leave," (Lee, Mitchell, Holtom, McDaniel, & Hill, 1999: 450). Failing to explicate the motivations behind these circumstances and link them with decision processes leaves a blind spot in researchers' view of turnover (e.g., Griffeth & Hom, 1995).Specifically, little research has focused on whether different motives systematically relate to different types of decision processes. Because "turnover motives" initiate "turnover decision processes" (e.g., Mobley, 1977), certain motives may cause certain types of processes to occur more frequently than others. For instance, attraction to another job could stimulate a rational, comparative process, while strong anger toward an abusive supervisor could cause a reflexive, nonrational process. If research shows that motives and processes are systematically related, researchers could build "motive by process" models that would provide more precise and accurate descriptions and that would stimulate integrative empirical research.The purpose of this study was to further such process-content integration by proposing and testing hypotheses that relate turnover motives to turnover decision processes. As a precursor to such process-content integration, though, researchers must have a complete view of what motives and decision processes should be integrated. However, important constructs have been overlooked in content and process models (Mitchell, Holtom, Lee, Sablynski, & Erez, 2001;Steel, 2002). Thus, to try to avoid deficiency, we first summarize or synthesize parameters from both process and content turnover models more fully than previous studies have done. TURNOVER MODELS Turnover Process Research: The HowsDespite the existence of other important contributions (e.g., ...

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“…Muchinsky, 1993). In their study, (Hom et al, 1984) analyzed the seven stages of the Mobley www.ccsenet.org/ijbm International Journal of Business and Management Vol. 8, No.…”

Section: Mobley Model (1977)mentioning

confidence: 99%

Employee Dissatisfaction and Turnover Crises in the Malaysian Hospitality Industry

Ahmad¹,

Som²

2013

IJBM

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Turnover crises have had great impacts on the hospitality industry. Many studies have been done on employee turnover, but further investigation is needed as labor intensive employees are part of the hospitality product. This study reviews the literature relevant to turn over crises and provides a theoretical review of the Mobley model (1977). The purpose of this study is to give an overview of the causes of job dissatisfaction which force an employee to quit from their current job and consider other job opportunities. This is to clarify the steps of the Mobley model from the feeling of job dissatisfaction to an actual turnover crisis. This study highlights the turnover crises not only on an international level but also the national crises in Malaysia which may not be far away. Furthermore, the findings from the literature review indicates that an international perspective on a turnover crisis begins when an employee faces the case of dissatisfaction from a poor working environment and considers leaving his current job. The Mobley model could be used to predict the case of dissatisfaction and better understand how to retain the employee. Further studies could be useful to shed light on turnover crises.

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The validity of mobley's (1977) model of employee turnover

Cited by 318 publications

References 44 publications

360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination

360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination

Profiles in Quitting: Integrating Process and Content Turnover Theory.

Employee Dissatisfaction and Turnover Crises in the Malaysian Hospitality Industry

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