An analysis of turnover among retail buyers

DeConinck, James B.; Bachmann, Duane P.

doi:10.1016/j.jbusres.2003.10.009

Cited by 41 publications

(40 citation statements)

References 37 publications

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“…Indeed, to a great extent employees often perceive their supervisor's positive or negative attitude towards them as a reflection of the company's organizational support . Conflict with an immediate supervisor can therefore constitute a major reason for quitting (Houkes et al, 2003) and can be associated with a perception of unfairness (DeConinck and Bachmann, 2005) that can trigger the job satisfaction process. Consequently, there appears to be a positive relationship between perceived supervisor support and employee job satisfaction (Griffeth and Hom, 2001;Price, 2001), with some supervisory practices directly affecting the latter (Price, 2001).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Interactions between Dispatchers and Truck Drivers in a High Turnover Context

Fournier

Lamontagne

Gagnon

2012

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The North American trucking industry has been facing chronic issues related to the retention of a skilled workforce since the end of the 1980s. These issues have both direct economic and social impact; for example, high driver turnover has been linked to higher accident rates. Research has revealed a clear link between the dispatcher’s role and driver turnover, yet little is known about the interactions of this relationship in day-to-day work experience. The aim of the present article, therefore, is to document the dynamic environment shaping interactions between dispatchers and truck drivers in addressing issues related to high turnover. In order to capture the daily interactions of these players, a qualitative approach was used, based on 17 individual interviews and three group discussions with dispatchers, truck drivers and labour and management representatives from 11 different Quebec-based organizations. The results reveal four key characteristics influencing the day-to-day dynamics of trucking operations: 1) the importance of dispatcher-driver interaction in efficient and quality work operations; 2) the precedence of customer satisfaction in these interactions; 3) the interdependent nature of the dispatcher-driver relationship; and lastly, 4) the role of listening and mutual respect. More specifically, the results suggest that dispatcher-driver interactions tend to occur in a high-pressure environment where work demands often necessitate prioritizing operational concerns over interpersonal ones. They also demonstrate that a bi-directional, “win-win” relationship based on constructive interactions, listening and mutual respect are essential conditions in achieving both work efficiency and job satisfaction. These results appear to confirm the findings of several previous studies and shed new light on understanding the relationship between these players.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Interactions between Dispatchers and Truck Drivers in a High Turnover Context

Fournier

Lamontagne

Gagnon

2012

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“…It is the perceived fairness of procedures which are the means used to make or implement decisions and determine the outcomes (DeConinck & Bachmann, 2005;Byrne, 2005;Ding & Lin, 2006;Elovainio et al, 2004;Folger & Konovsky, 1989;Greenberg, 2001;Greenberg, 2004;Aryee, Budhwar, & Chen, 2002). Control model of justice proposes that procedural justice provides employees with indirect influence over the outcome of the decision-making process by means of process control.…”

Section: Organizational Injusticementioning

confidence: 99%

“…Decision-making procedures allowing voice help employees to control and influence material outcomes (Ding & Lin, 2006;Price et al, 2006). Such control can produce more favorable outcomes (DeConinck & Bachmann, 2005). According to Leiter and Maslach (2009) control is associated with fairness and reward, and helps nurses to work according to their values and to develop a healthy, sustaining worklife.…”

Section: Organizational Injusticementioning

confidence: 99%

Work Alienation as a Mediator of the Relationship between Organizational Injustice and Organizational Commitment: Implications for Healthcare Professionals

Sulu¹,

Ceylan²,

Kaynak³

2010

IJBM

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Organizational justice is an important predictor of several job attitudes and behaviors such as trust, turnover intention, job satisfaction, job stress, organizational commitment, sabotage in workplace. This study examines the relationship between two dimensions of organizational injustice and organizational commitment, and whether work alienation has mediating effects in this relationship. It was hypothesized that distributive and procedural injustice would cause organizational commitment, and dimensions of work alienation would serve as mediators in this relationship. These relationships were tested in a sample of 383 healthcare professionals (nurses and physicians) from public and private hospitals in Istanbul. The results revealed that both distributive injustice and procedural injustice were associated with organizational commitment, and each of the work alienation dimensions partially mediated this relationship. The theoretical and practical implications of this results were discussed below.

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“…In the Malaysian context, studies show that job satisfaction is one of the factors or reasons for employee intention to leave the organization [2]- [6]. Employee job satisfaction is one of the most studied employee work attitudes in the organizational behaviour literature.…”

Section: Introductionmentioning

confidence: 99%

Religiosity Perceptions and Employee Turnover Intention in Malaysia

Hassan¹,

Mohammad²,

Mohd³

et al. 2015

IJSSH

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Abstract-In this study, the researchers analyzed the elements (dimensions) of religious calling as a contributing factor to turnover intention and proposed religiosity to be added as a factor for the theory of employee satisfaction. The study was conducted among employees working at Hypermarkets in the Klang Valley, Selangor, Malaysia. Participants consisted of 125 employees currently working at Hypermarkets (Carefour, Tesco, and Giant) in the Klang Valley, Malaysia. The respondents were conveniently selected and the data were gathered through the distribution of questionnaires. The study found that there was no significant relationship between religious calling and turnover intention. However, Policies and Procedures in organizations did contribute to employee satisfaction that can influence turnover intention. Employees were more satisfied with organizations that had clear policies and procedures on religiosity, provide space for prayer or meditation, allow employees to take time off for prayers, respect the employees' freedom to display religious decorations in the workplace and dress according to their religious beliefs. As a conclusion, the researchers also found that the religious calling, even if it was not a predictor of turnover intention, was nevertheless noteworthy.Index Terms-Religiosity calling, turnover intentions, employee satisfaction.

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An analysis of turnover among retail buyers

Cited by 41 publications

References 37 publications

Interactions between Dispatchers and Truck Drivers in a High Turnover Context

Interactions between Dispatchers and Truck Drivers in a High Turnover Context

Work Alienation as a Mediator of the Relationship between Organizational Injustice and Organizational Commitment: Implications for Healthcare Professionals

Religiosity Perceptions and Employee Turnover Intention in Malaysia

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