Human Capital Flows: Using Context-Emergent Turnover (CET) Theory to Explore the Process by Which Turnover, Hiring, and Job Demands Affect Patient Satisfaction

Reilly, Greg; Nyberg, Anthony J.; Maltarich, Mark A.; Weller, Ingo

doi:10.5465/amj.2012.0132

Cited by 96 publications

(136 citation statements)

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“…Moreover, other studies that have examined reverse causality empirically find much stronger results for the causal sequence discussed in this review than the alternative (e.g., Ton & Huckman, 2008). A recent article by Reilly et al (2014) provides additional insights into both theory and methods that can be used productively to test directionality. In their study of human capital flows in a hospital setting, they used a PVAR (panel vector autoregressive) model to go beyond standard approaches.…”

Section: Summary Of Empirical Evidencementioning

confidence: 91%

“…For example, in 2013, the annual turnover rate in the leisure and hospitality segment was 64.8% whereas it was 37.2% overall and only 22.8% in manufacturing (Job Openings and Labor Turnover Survey (JOLTS) report, 2014). Third, there are increasing indications of a causal relationship between turnover rates and organizational performance generally (Park & Shaw, 2013;Reilly, Nyberg, Maltarich, & Weller, 2014). Further, there is compelling evidence that providing excellent service is a critical determinant of longterm firm profitability (Hong, Liao, Hu, & Jiang, 2013).…”

Section: Introductionmentioning

confidence: 98%

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A model of turnover-based disruption in customer services

Holtom

Burch

2016

Human Resource Management Review

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Section: Summary Of Empirical Evidencementioning

confidence: 91%

Section: Introductionmentioning

confidence: 98%

A model of turnover-based disruption in customer services

Holtom

Burch

2016

Human Resource Management Review

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“…Nyberg, 2010;Nyberg & Ployhart, 2013;Reilly, Nyberg, Maltarich, & Weller, 2013), but managers are far less concerned with turnover as a phenomenon and far more concerned with retaining the right people at the right times in the right places. As noted above, there is a substantial focus on the antecedents and outcomes of turnover (e.g.…”

Section: Illustrating the Potential Theory-practice Gapmentioning

confidence: 99%

Making Strategic Human Capital Relevant: A Time-Sensitive Opportunity

Kryscynski

Ulrich

2015

AMP

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The domain of strategic human capital is emerging at the intersection of strategy and strategic human resource management. Because it is still emerging, its core underlying assumptions have not yet solidified. This presents a unique and time sensitive opportunity to explore and challenge these core assumptions and, specifically, to evaluate whether these assumptions mesh with the lived experiences of practicing managers. We argue that the field has a unique and time sensitive opportunity to ground itself in practical phenomena so that its insights moving forward can be both academically rigorous and practically relevant. In this paper we illustrate the problems of theory for the sake of theory by systematically comparing the assumptions required in firm-specific human capital theory against the lived experiences of workers and managers. We then identify several phenomena that present new and useful opportunities to expand theory in the strategic human capital domain.

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“…Page 2 of 10 spurred a spate of additional empirical testing and hastened accumulation the evidence (Call et al, 2015;Reilly et al, 2014). As noted by Shaw (2017), the morass of organizational-level theory may have created some initial confusion, but the upside to the situation was a vast amount of empirical testing of alternative formulations.…”

Section: Shaw and Shi Frontiers Of Business Research In China (2017) mentioning

confidence: 99%

The neglected state of organizational-level turnover studies in the Chinese context: a call for research

Shaw

Shi

2017

Front. Bus. Res. China

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In this essay, the authors discuss the neglected state of organizational-level turnover research in the Chinese context. They provide a brief overview of the importance of turnover research in the organizational sciences, highlight the role of performancerelated turnover rates research, and outline general theories and findings that appear in the Western and English-language literature. This evidence is compared with a dearth of studies using samples of Chinese organizations and in Chinese-language journals. They conclude by calling for additional theory and empirical studies on turnover rates.Keywords: Turnover, Retention, Strategic human resource management, Organizational performance, Productivity, Strategic managementThe study of turnover-voluntary and involuntary departures from the organization--spans 100 years and the area is considered a foundation area within industrial and organizational psychology, human resource management, and organizational behavior (Hom et al., 2017). Aside from the practical value of turnover research, this domain has produced some of the most iconic individual-level theories in our field, such as March and Simon's (1958) pioneering desirability and ease of movement theory, Mobley's (1979) job content model, Mitchell's (1994) unfolding model, and Mitchell et al.'s (2001) job embeddedness theory. Spanning nearly 70 years, these theories provide detailed, multifaceted explanations for why people quit their jobs and why they stay.In terms of implications for management and organizations, organizational-level turnover research may be even more critical. This stream details not only the antecedents of turnover patterns in organizations, but also how workforce churn impacts the organizational performance. At this level of analysis, the research tradition is nearly as rich. Researchers in many disciplines (e.g., management, finance, economics, sociology, medicine, marketing, and public administration) have detailed conceptual models and accompanied them with empirical testing for why and how the organizational context and practices influence quit and discharge rates (e.g., Batt and Colvin, 2011;Shaw et al., 1998) and for how turnover patterns relate to important outcomes such as accident rates, productivity, profitability, and stock market returns (e.g., Arthur, 1994;Huselid, 1995;Shaw, Gupta, et al., 2005;Shaw, Duffy, et al., 2005). These findings are showcased in two Shaw and Shi Frontiers of Business Research in China (2017) 11:6 DOI 10.1186/s11782-017-0001-y major meta-analyses (Heavey et al., 2013;Park and Shaw, 2013). Theory tradition at the organizational level is also abundant; major, differential theories have been developed or brought to bear in economics, sociology, human resource management, and organizational behavior, to name a few Shaw, Gupta, et al., 2005). In this editorial, we outline the importance of such organizational-level turnover rate research and note the striking dearth and major omission of this type of research in the Chinese context, and outline ...

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Human Capital Flows: Using Context-Emergent Turnover (CET) Theory to Explore the Process by Which Turnover, Hiring, and Job Demands Affect Patient Satisfaction

Cited by 96 publications

References 88 publications

A model of turnover-based disruption in customer services

A model of turnover-based disruption in customer services

Making Strategic Human Capital Relevant: A Time-Sensitive Opportunity

The neglected state of organizational-level turnover studies in the Chinese context: a call for research

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