Cusp Catastrophe Model of Employee Turnover.

Sheridan, J.J.; Abelson, Michael A.

doi:10.2307/256254

Cited by 131 publications

(85 citation statements)

References 22 publications

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“…Stress is basically a form of unpleasant emotion and as per Côté & Morgan (2002), it has got the potential to increase employee turnover. Sheridan & Abelson (1983) suggest that "increased withdrawal of retained employees would be obvious in job dissatisfaction moreover resulting low job commitment, or works stress as a result of increasing job tension, or a combination representing both dissatisfaction and stress". Thaden (2007) found that "work load increases due to large duties, insufficient staffing, and additional work handed down by management, workers became more stressed and therefore quit, especially during critical incidents".…”

Section: Stressmentioning

confidence: 99%

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Examining the Relationship between Work Life Conflict, Stress and Turnover Intentions among Marketing Executives in Pakistan

Noor¹,

Maad²

2009

IJBM

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This study examines the antecedents of turnover intentions among marketing executives in Pakistan. Relationship between stress and work life conflict with turnover intentions was examined. The research data was collected from 248 marketing executives working in different organizations across Pakistan. The results suggest that of work life conflict and stress have a significant positive relationship with turnover intentions. Recommendations and strategies are also discussed.

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Section: Stressmentioning

confidence: 99%

“…Giga & Hoel (2003) & Sheridan & Abelson(1983) have related stress with reduced worker and organizational performance. Cropanzano, Rupp & Byrne (2003) found a positive relationship between emotional exhaustion and turnover intentions while DeVries & Wilkerson (2003) consider stress a major cause of employee disability.…”

Section: Introductionmentioning

confidence: 99%

Examining the Relationship between Work Life Conflict, Stress and Turnover Intentions among Marketing Executives in Pakistan

Noor¹,

Maad²

2009

IJBM

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“…Catastrophe theory (Thom, 1975;Zeeman, 1977) can offer an appealing approximation for understanding these dynamical changes (Ceja and Navarro, 2011). It has provided successful approximations for other organizational processes, such as work motivation (e.g., Guastello, 1987), employee turnover (e.g., Sheridan, 1985;Sheridan and Abelson, 1983), decision making (e.g., Wright, 1983), personnel selection (e.g., Guastello, 1982), organizational change (e.g., Bigelow, 1982), and competitive dynamics (e.g., Kauffman and Oliva, 1994). However, scholars have not yet tested such models directly in work/health relationships.…”

Section: Introductionmentioning

confidence: 99%

‘Suddenly I get into the zone’: Examining discontinuities and nonlinear changes in flow experiences at work

Ceja

Navarro

2012

Human Relations

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Work-related flow is defined as a sudden and enjoyable merging of action and awareness that represents a peak experience in the daily lives of workers. Employees' perceptions of challenge and skill and their subjective experiences in terms of enjoyment, interest, and absorption were measured using the experience sampling method, yielding a total of 6,981 observations from a sample of 60 employees. Linear and nonlinear approaches were applied in order to model both continuous and sudden changes. According to the R 2 , AICc, and BIC indexes, the nonlinear dynamical systems model (i.e., cusp catastrophe model) fit the data better than the linear and logistic regression models. Likewise, the cusp catastrophe model appears to be especially powerful for modeling those cases of high levels of flow. Overall, flow represents a nonequilibrium condition that combines continuous and abrupt changes across time. Research and intervention efforts concerned with this process should focus on the variable of challenge, which, according to our study, appears to play a key role in the abrupt changes observed in work-related flow.

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“…These decisions are often characterised as momentous (Sheridan and Abelson 1983), representing a defining point in a person's career and life history (Krau 1981). Some theorists have challenged this assumption, pointing to decisions to turnover which are governed by non-work considerations (Cohen 1999: 61), or are impulsive (Mobley 1977), or to employees who have a more casual attitude to employment (Hulin et al 1985;Lee and Mitchell 1994).…”

Section: Predictionmentioning

confidence: 99%

“…If data are gathered shortly before an individual decides to quit, it is likely inferences based on such data will be more reliable. This is not simply a function of there being less intervening time for chance events to influence the process, but a consequence of the 'cusp' nature of the turnover decision (Sheridan and Abelson 1983). From an organizational perspective, this can mean that where basis for prediction seems firmer, this indicates the individual is so close to quitting, there is little the organization can do either to influence the decision, or manage the aftermath.…”

Section: Predictionmentioning

confidence: 99%