Using model-based expectations to predict voluntary turnover

Bridges, Eileen; Johnston, Holly H.; Sager, Jeffrey K.

doi:10.1016/j.ijresmar.2006.09.003

Cited by 15 publications

(10 citation statements)

References 69 publications

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“…Turnover has thus been theorized as employees’ choices to leave an employer given their objective social location (such as age or tenure) or their subjective assessments of their situations3 (such as job satisfaction or turnover intentions; for examples see Bridges, Johnston, and Sager 2007; Crossley et al 2007; Donnelly and Quirin 2006; Mobley et al 1978; Mobley et al 1979). Therefore, in addition to assessing any direct effects of ROWE on turnover, our life-course model proposes that ROWE may moderate the effects of two sets of predictors of turnover capturing both employees’ social structural location and their subjective assessments of life-course fit or misfit.…”

Section: A Life-course Approach To Rowe and Turnovermentioning

confidence: 99%

Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring Experiment

2011

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We investigate the turnover effects of an organizational innovation (ROWE—Results Only Work Environment) aimed at moving away from standard time practices to focus on results rather than time spent at work. To model rates of turnover, we draw on survey data from a sample of employees at a corporate headquarters (N = 775) and institutional records of turnover over eight months following the ROWE implementation. We find the odds of turnover are indeed lower for employees participating in the ROWE initiative, which offers employees greater work-time control and flexibility, and that this is the case regardless of employees’ gender, age, or family life stage. ROWE also moderates the turnover effects of organizational tenure and negative home-to-work spillover, physical symptoms, and job insecurity, with those in ROWE who report these situations generally less likely to leave the organization. Additionally, ROWE reduces turnover intentions among those remaining with the corporation. This research moves the “opting-out” argument from one of private troubles to an issue of greater employee work-time control and flexibility by showing that an organizational policy initiative can reduce turnover.

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Section: A Life-course Approach To Rowe and Turnovermentioning

confidence: 99%

Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring Experiment

2011

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“…Fundamental to our model is the assumption that an individual salesperson makes the decision to stay with the organization based on an assessment of the future utility of doing so, relative to that of leaving to pursue their career elsewhere. Our model explicitly considers how salespeople's expectations about their utilities evolve over time (see Bridges et al [10], Bentein et al [8]), as a function of their observations from on the job activities and selling success rates (i.e. how they use updated information).…”

Section: Key Constructs and Salesforce Turnovermentioning

confidence: 99%

“…The past theoretical literature (e.g. McNeilly and Goldsmith [53], McEvoy and Cascio [52], Williams and Livingstone [67], Bridges et al [10]) provides conflicting and ambiguous conclusions to the performance-voluntary turnover relationship. Some researchers [34] and [22,27,49] have found that performance exerts a significant negative effect on voluntary turnover.…”

Section: Expected Performance and Turnovermentioning

confidence: 99%

“…We follow previous research (e.g. Bridges et al [10]) and allow performance satisfaction to be a function of whether a salesperson met their personal expectations about performance. This is defined as the absolute deviation between (prior) expected performance and their observed performance in that period.…”

Section: Sales Performance and Job Performance Satisfactionmentioning

confidence: 99%

“…Past research on salesforce turnover considers these two aspects usually cross sectionally (with the exception of e.g. Bridges et al [10]) and separately. As a summary of our research problem, what appears to be neglected in past work on salesforce turnover is a joint consideration of the effect on turnover of sales employees' expectation about person-organization fit and selling performance.…”

Section: Introductionmentioning

confidence: 99%

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Retaining Talented Salespeople

Bonfrer

Voola

2015

Cust. Need. and Solut.

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For any marketing organization that relies on personal selling, it is vital to attract and retain successful salespeople who fit well with the organization. In this paper, we examine how salespeople learn about their fit with the organization and about their future performance and how they use this to make the decision to stay or leave. We depart from the extant sales management literature on retention/turnover in that we model individual sales employees' stay/leave decisions using a structural model that accommodates forward looking behaviour. In our application, the dynamic model explains turnover better than a model that does not consider forward looking behaviour. Our approach also immediately yields several insights about the roles of person-organization fit and sales performance satisfaction in sales force turnover. Overall, and accounting for personorganization fit, we find that good performance encourages Electronic supplementary material The online version of this article (the salesperson to stay longer with the selling organization. Most importantly, the relative importance of personorganization fit and salesperson performance in determining turnover varies over time. In particular, person-organization fit plays a bigger role at the beginning of a salesperson's tenure, whereas satisfaction associated with selling performance plays a larger relative role at later stages.

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Shedding light on the CMO revolving door: a study of the antecedents of Chief Marketing Officer turnover

Nath

2016

J. of the Acad. Mark. Sci.

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Using model-based expectations to predict voluntary turnover

Cited by 15 publications

References 69 publications

Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring Experiment

Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring Experiment

Retaining Talented Salespeople

Shedding light on the CMO revolving door: a study of the antecedents of Chief Marketing Officer turnover

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