Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies

Schmidt, Joseph A.; Willness, Chelsea R.; Jones, David A.; Bourdage, Joshua S.

doi:10.1080/09585192.2016.1165275

Cited by 22 publications

(13 citation statements)

References 48 publications

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“…The relationship between competences development programmes and turnover intentions is sustained by several studieswhose conclusions point towards a negative association between these two constructs (Schmidt, Willness, Jones, & Bourdage, 2016;Slavich, Cappetta, & Giangreco, 2014). The study of Tanure, Evans and Pucik (2007) is Competences development and turnover intentions relevant, where approximately 93% of executives consider that the development of their employees' competences is regarded to be a challenge, and that, at the same time, this development is essential to reduce turnover intentions.…”

Section: Literature Reviewmentioning

confidence: 99%

Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment

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Chambel

et al. 2020

EJMS

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Purpose This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of competences development and turnover intentions. Design/methodology/approach The methodology was quantitative and is based on a survey with a sample of 313 participants, all of whom were employed in several organisations located in Portugal. Findings A significant and negative effect of organisational practices of competences development, perceived internal employability and affective commitment on turnover intentions was verified. A total serial mediation effect was also found from perceived internal employability and affective commitment in the relationship between organisational practices of competences development (i.e., training, individualised support and functional rotation) and turnover intentions. Practical implications These practices should be developed by leaders of organisations in order that employees feel that the organisation is investing in their development, which can lead to an increase in their emotional attachment towards the organisation and consequently increase their desire to stay in the organisation. Originality/value This study makes two important contributions. First, it confirms the existence of a significant and negative relationship between perceived internal employability and turnover intentions. Second, it proves the existence of a total serial mediation effect of perceived internal employability and affective commitment in the relationship between organisational practices of competences development and turnover intentions.

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Section: Literature Reviewmentioning

confidence: 99%

Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment

Moreira

Cesário

Chambel

et al. 2020

EJMS

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“…For example, in a study of human resource strategies in the information technology industry, Ang and Slaughter (2004) showed that many organizations adopt strategies to manage their internal human capital that focuses on KSAOs that are industry-specific rather than organization-specific. Research also shows that industry-specific unemployment rates can influence employee turnover at the individual level, suggesting that employees look to industry-related events when making decisions about quitting (Schmidt et al, 2018).…”

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confidence: 99%

Should I leave this industry? The role of stress and negative emotions in response to an industry negative work event

Lee

Popa

et al. 2021

International Journal of Hospitality Management

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In response to the COVID-19 pandemic, the majority of American states and cities issued workplace restrictions, such as "shelter-in-place" or "stay-at-home" orders, to prevent the spread of the disease. While these workplace restrictions varied in start date, duration, and scope, most businesses not considered "essential" were required to physically close their spaces and continue their operations remotely. The COVID-19 pandemic is an example of a negative work event that impacts entire industries; the impact, however, was not equal across industries (US Department of Labor, 2020). Instead, the COVID-19 pandemic has put a spotlight on the flexibility of some industries and the vulnerability of others. For example, employment rates in the wholesale trade, transportation and warehousing, information, and financial industries, changed little over the months following workplace restrictions (US Department of Labor, 2020).The hospitality industry, in contrast, was greatly affected because typical operations in this industry, like meetings, events, hotels, and restaurants, had to close their spaces. The US Department of Labor (2020) reported that the hospitality industry, particularly the hotel and restaurant sectors, accounted for two-thirds of the jobs lost in March of 2020, during the height of the workplace restrictions orders. The American Hotel and Lodging Association (2020) reported that 70% (roughly 3.7 million) of the direct hotel industry workforce were laid off or furloughed and the National Restaurant Association (2020) reported that 7 out of 10 restaurants laid off their employees, resulting in over 8 million restaurant employees laid off as a result of the COVID-19 pandemic.

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“…De modo sucinto, a rotatividade dos colaboradores deve-se sobretudo a dois fatores essenciais, à perceção da facilidade de movimento, que se refere inequivocamente a uma análise das alternativas e oportunidades e à conveniência do movimento fortemente influenciado pela satisfação e motivação (Abdullah et al, 2012). A saída voluntária dos colaboradores tem sido uma das principais preocupações quer de investigadores quer de gestores principalmente devido aos seus elevados custos para a organização, mas também devido ao seu impacto no desempenho financeiro das mesmas (Dhanpat, Modau, Lugisani, Mabojane & Phiri, 2018;Schmidt, Willness, Jones & Bourdage, 2018).…”

Section: Recompensas E Comportamento Dos Colaboradoresunclassified

Impacto da redução de recompensas no comportamento dos colaboradores: E quando o trabalho é um chamamento?

Pitacho¹,

Palma²,

Correia³

2020

PSICOLOGIA

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No cenário global de severa crise económica e financeira, governos e empresas enfrentam um período de grande austeridade o que os conduziu como nunca a elevados cortes dos custos de trabalho, com destaque para o corte e redução das recompensas dos colaboradores. Este artigo apresenta, então, um modelo concetual que teoriza acerca da orientação para o trabalho (Emprego, Carreira e Chamamento) enquanto variável moderadora da relação entre o corte ou redução das recompensas e o comportamento dos colaboradores, nomeadamente, no que ao desempenho e intenção de saída diz respeito. Este modelo acarreta tanto implicações teóricas como práticas, quer para a compreensão do comportamento organizacional, quer para as práticas de gestão de recursos humanos, especialmente, para a gestão das recompensas.

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Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies

Cited by 22 publications

References 48 publications

Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment

Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment

Should I leave this industry? The role of stress and negative emotions in response to an industry negative work event

Impacto da redução de recompensas no comportamento dos colaboradores: E quando o trabalho é um chamamento?

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