Worker Attachment and Workplace Authority

Halaby, Charles N.

doi:10.2307/2095489

Cited by 111 publications

(50 citation statements)

References 50 publications

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“…Promotions opportunities help reduce employees' TI through making employees feel the possibility of the increase in income and welfare. High opportunity for promotion can encourage individual career development in the organization, and it can ensure the security of the work and other long-term future earning (such as income, rights, and status), that are deemed to reduce TI (Halaby, 1986). Zhang & Zhang (2007) pointed out that the income distribution is negative correlation with promotion justice, learning and career development opportunities and managers' TI.…”

Section: Total Rewards and Employees' Timentioning

confidence: 99%

Does Total Rewards Reduce the Core Employees’ Turnover Intention?

Cao

Chen

Song

2013

IJBM

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The turnover of core employees is great lost for industrial companies, so that the research of turnover Intention (TI) is critical to enterprise. Recently, the researches discuss the factors that affect turnover invention from different views. Based on the concept of total rewards (TR) we go deep into the influencing factors. In this paper, we used ULR and hierarchical regression analysis to build model with organizational justice (OJ) as moderator variable. Results showed that the five elements of total rewards, salary, rewards, work-life, performance & recognition and development & career are negative to employees' turnover intention. Secondly, distribute justice and interactional justice significantly negative moderate the relationship of TR and TI. However, process justice only has significantly negative moderating effect on work-life balance and development & career to TI, while the negative effect of salary, welfare and performance are not significant.

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Section: Total Rewards and Employees' Timentioning

confidence: 99%

Does Total Rewards Reduce the Core Employees’ Turnover Intention?

Cao

Chen

Song

2013

IJBM

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“…Behavioral commitment is defined as the degree of an employee's intention to stay in an organization. Material pertinent to behavioral commitment is found in discussions of &dquo;propensity to leave&dquo;, &dquo;intent to quit&dquo;, &dquo;intent to stay&dquo;, &dquo;intent to leave&dquo;, and &dquo;attachment&dquo; (Halaby, 1986;Halaby & Weakliem, 1989;Martin, 1979;Price & Mueller, 1981;1986a).…”

Section: Behavioral Commitment Studiesmentioning

confidence: 99%

A Causal Model of Behavioral Commitment: Evidence From a Study of Australian Blue-collar Employees

Iverson

Roy

1994

Journal of Management

199

137

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This study examines the behavioral commitment ( intent to stay ) of a sample of blue-collar employees from a manufacturing firm in Australia. The purpose was to test an integrated causal model of behavioral commitment based on four general classes of variables: structural, pre-entry, environmental, and employee orientations. The LISREL results indicate that variables rank ordered in terms of importance for their total causal effects on the decision process of employees to stay or leave an organization is as follows:Since the late 1940s there have been a numerous turnover studies in Australia.Most, however, have inadequately examined multi-factor explanations, and have failed to consider turnover process complexities. The aim of this paper is to present a causal model which is capable of explaining and predicting turnover intentions. Furthermore, the paper aims to evaluate a range of possible intermediate steps in the decision process of employees to leave an organization, and to identify variables that predict an employee's behavioral commitment. The formulated causal model is evaluated using a sample of production and maintenance workers from a pulp and paper manufacturer situated in a southeastern industrial area of the state of Victoria in Australia.Variables included in the causal model were selected based on the following criteria: (1) empirical support in the literature; (2) theoretical relevance; and (3) relevance to the sample studied. Our analysis intends to provide an expanded model of behavioral commitment by the integration and synthesis of previous cross disciplinary research. More importantly, as current research tends to focus

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“…at WEST VIRGINA UNIV on June 24, 2015 ilr.sagepub.com Downloaded from the identification process. Intent to stay as reported in employee surveys has proven a strong predictor of individual propensity to leave, and hence is widely used to proxy turnover behavior (Halaby 1986). …”

mentioning

confidence: 99%

Commitment, Quits, and Work Organization in Japanese and U.S. Plants

Lincoln¹,

Kalleberg²

1996

ILR Review

100

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This comparative analysis, using early 1980s data from management interviews, employee questionnaire surveys, and personnel office employment records in 41 manufacturing plants in Japan and 45 in the United States, explores how employee commitment to the firm is shaped by organizational structure, employment practice, and other attributes of factories. The authors investigate both behavioral and attitudinal dimensions of commitment, measured respectively by quit records and survey responses. The results for both dimensions generally support the model of "welfare corporatism" as a commitment-maximizing organizational form in Japanese and American industrial capitalism. Qualifying that conclusion, however, are several noteworthy differences between the countries: unionization, formal work rules, and on-the-job training, for example, appear to have negative effects on the commitment of U.S. workers that are absent in Japan.The data set used in this analysis (the "Indianapolis-Tokyo Work Cornmitmen t Study") is available from the UC Data Archive,

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Worker Attachment and Workplace Authority

Cited by 111 publications

References 50 publications

Does Total Rewards Reduce the Core Employees’ Turnover Intention?

Does Total Rewards Reduce the Core Employees’ Turnover Intention?

A Causal Model of Behavioral Commitment: Evidence From a Study of Australian Blue-collar Employees

Commitment, Quits, and Work Organization in Japanese and U.S. Plants

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