Challenging conventional wisdom about who quits: Revelations from corporate America.

Hom, Peter W.; Roberson, Loriann; Ellis, Aimee Dars

doi:10.1037/0021-9010.93.1.1

Cited by 150 publications

(149 citation statements)

References 166 publications

(449 reference statements)

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“…While internal barriers are undoubtedly important, recent studies show that many executive jobs are filled by external hires (Lazear and Oyer 2004;Cappelli and Hamori 2005;Fernandez and Abraham 2010;Hassink and Russo 2010;Fernandez and Abraham 2011;Fernandez and Campero 2015) and that managers hired externally tend to be better paid than those promoted from within the firm (Harris and Helfat 1997;Bidwell 2011; but see Hassink and Russo 2008). Demand-side gender biases can occur also in the external labor market, and some authors argue that female executives benefit less than men from external labor market transitions (Brett and Stroh 1997;Lyness and Judiesch 1999;Hom et al 2008; but see Gorman and Kmec 2009). Indeed, extant research suggests that discriminatory screening is more likely to occur at the hiring interface than at any other point in the employment process (Petersen and Saporta 2004).…”

Section: Gender Inequality In the Executive Labor Marketmentioning

confidence: 99%

Bending the Pipeline? Executive Search and Gender Inequality in Hiring for Top Management Jobs

2016

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We study the sources of women's underrepresentation in hiring for top management jobs, by focusing on the context of executive search. Using data that include proprietary information on 10,970 individuals considered by a search firm, we examine the sources of the low proportion of women placed in senior roles. Contrary to received wisdom, we find limited evidence that demand-side screeners strongly contribute to gender disadvantage in this setting. What gender differences exist tend to play out at the start of the hiring process and are driven both by supplyside and demand-side actors. Once considered for a position, women are no less likely than men to be hired-though they are slightly less likely to be interviewed by the search firm. Our findings highlight the theoretical importance of disentangling candidates' "self-steering" behavior from the "pipeline bending" of hiring agents. We discuss the implications of our results for understanding gender inequality at upper echelons of the labor market.

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Section: Gender Inequality In the Executive Labor Marketmentioning

confidence: 99%

Bending the Pipeline? Executive Search and Gender Inequality in Hiring for Top Management Jobs

2016

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“…Park, Ofori-Dankwa, & Bishop, 1994;Shaw et al, 2009, for exceptions), turnover rates theoretically included high, average, and low performers as well as an assortment of leavers who departed different occupational levels, thus precluding any inferences about specific employee populations. As this area progresses, developing research strategies and measures that isolate the potentially unique causes and consequences of turnover for different employee groups will be especially valuable (e.g., retaining a diverse workforce; Horn, Roberson, & Ellis, 2008). Additionally, characteristics of the employment practices themselves also warrant further study.…”

Section: Future Researchmentioning

confidence: 99%

Causes and consequences of collective turnover: A meta-analytic review.

Heavey¹,

Holwerda²,

Hausknecht³

2013

Journal of Applied Psychology

265

320

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Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using metaanalysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research. Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effectsize heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research.Keywords: collective turnover, organizational performance, retention, meta-analysis Cause and Consequences 3The issue of collective turnover-that is, "the aggregate levels of employee departures that occur within groups, work units, or organizations" (Hausknecht & Trevor, 2011, p. 353)-has a long history in management and applied psychology research. Discussions of organizational-level turnover rates extend back nearly a century, as seen in early work addressing "rates of departure" (Greenwood, 1919, p. 187) and the "stability of employment" (Fish, 1917, p. 162). Topical interest further formalized via several influential accounts of collective turnover's causes and consequences (March & Simon, 1958;Mobley, 1982;Price, 1977;Staw, 1980). More recently, this attention has intensified in terms of empirical studies (e.g., Batt & Colvin, 2011;Shaw, Dineen, Fang, & Vellella, 2009;Siebert & Zubanov, 2009;Trevor & Nyberg, 2008), theoretical contributions (Dess & Shaw, 20...

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“…Unmet expectations are seen as leading to dissatisfaction, which in turn, leads to quitting an organization (Wanous, Poland, Premack & Davis, 1992). The effects of unmet expectations are generally studied in the context of new employees because the expectations of newcomers are almost always inflated (Wanous, 1992) and because turnover TURNOVER SHOCKS 9 rates among new hires are typically much higher than those of employees with greater tenure (Hom, Roberson, & Ellis, 2008). In short, unmet expectations appear to lead to subsequent turnover.…”

Section: Shocksmentioning

confidence: 99%

How Today’s Shocks Predict Tomorrow’s Leaving

et al. 2016

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Purpose: This research explores "shocking events" as part of the unfolding model of turnover, extending our understanding of the influence of various types of shocks on future voluntary employee separations.Design/Methodology/Approach: 1,536 new hires at a large financial institution reported shocks monthly during their first eight months at work as well as their job satisfaction and perceptions of marketability. We used event history to estimate the basic distributional properties of the shocks and Cox proportional hazards models to examine the effects of shocks on job satisfaction and turnover over the subsequent year as reported by the organization.Findings: Organizational shocks generally occur earlier than personal shocks. Further, unexpected shocks have a stronger impact than expected shocks on subsequent turnover. Finally, the effects of organizational shocks on turnover are mediated by job satisfaction, whereas personal shocks have direct effects on turnover.Implications: Our findings offer evidence for the utility of the shock construct in the unfolding model of turnover and speak to the importance of encouraging managers to monitor shocks on an on-going basis in order to predict when different types of shocks will occur and their likely influence on turnover.Originality/Value: Ours is the first study to examine shocks as they occur. In so doing, we are able to better test the predictions of the unfolding model of turnover.

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Challenging conventional wisdom about who quits: Revelations from corporate America.

Cited by 150 publications

References 166 publications

Bending the Pipeline? Executive Search and Gender Inequality in Hiring for Top Management Jobs

Bending the Pipeline? Executive Search and Gender Inequality in Hiring for Top Management Jobs

Causes and consequences of collective turnover: A meta-analytic review.

How Today’s Shocks Predict Tomorrow’s Leaving

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