Identifying Sources of Turnover Costs: A Segmental Approach

Darmon, René Y.

doi:10.2307/1251869

Cited by 33 publications

(22 citation statements)

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“…Fourth, our study is the first to investigate the effect of HRM control on salespeople's satisfaction in an international environment. Because turnover is recognized as a major concern for sales managers (Darmon 1990), salespeople's satisfaction is crucial to firm success. Moreover, although salespeople's satisfaction with job or supervisor was investigated (Challagalla and Shervani 1996;Cravens et al 1993;Oliver and Anderson 1994), few researchers deal with salespeople's satisfaction with job promotions despite its importance in turnover decisions.…”

Section: Introductionmentioning

confidence: 99%

How HRM control affects boundary-spanning employees' behavioural strategies and satisfaction: the moderating impact of cultural performance orientation

Rouziès¹,

Onyemah²,

Panagopoulos³

2010

The International Journal of Human Resource Management

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This study examines how cultural performance orientation moderates the influence of human resource management (HRM) controls on boundary-spanning employees' behavioural strategies and satisfaction. Based on primary data obtained from 1,049 salespeople in six countries and secondary data on cultural performance orientation, multilevel regression analyses show that national culture has a strong effect on the way boundary-spanning employees allocate their effort in response to HRM control. In particular, our results suggest that the more behaviour controls are used with boundaryspanning employees, the less attention they pay to customers and the more emphasis they place on their supervisors and non-selling tasks. Specifically, cultural performance orientation is shown to moderate significantly those relationships. Furthermore, results indicate that cultural performance orientation heightens boundary-spanning employees' job satisfaction resulting from behaviour control. Preliminary explanations for the differing impact of HRM control efficiency across cultures can be proposed.

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Section: Introductionmentioning

confidence: 99%

How HRM control affects boundary-spanning employees' behavioural strategies and satisfaction: the moderating impact of cultural performance orientation

Rouziès¹,

Onyemah²,

Panagopoulos³

2010

The International Journal of Human Resource Management

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“…Sales force turnover is conceptualized as the rate of turnover occurring among a collection of salespeople and includes both voluntary leaving and dismissal (Darmon, 1990). Sales force turnover captures the incidence of turnover, which is an important distinction from salesperson turnover measures, which typically capture the salesperson's propensity to leave.…”

Section: Research Model and Hypothesesmentioning

confidence: 99%

The effect of managerial cost prioritization on sales force turnover

Skiba

Saini

Friend

2016

Journal of Business Research

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“…In such cases, structural solutions become important, as managers forced to reinstate must structure the work environment in ways that reduce the likelihood of future problems. For example, Darmon (1990) found that terminating an employee typically entailed greater economic costs than benefits because of high costs associated with recruiting, selection, and training, and therefore suggested retraining and member development programs rather than termination. Similarly, Klaas and Wheeler (1990) found that employees' operational criticality and interchangeability were strong predictors of the punishment severity for poor performance; with greater criticality and lesser interchangeability, managers' punishments tended to be less severe.…”

Section: Structure As a Basis For Reinstatementmentioning

confidence: 99%

Toward a Theory of Reinstatement: Seven Motivations for Reinstatement as Relationship Repair

McCarter

Caza

2009

Employ Respons Rights J

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There is a long, interdisciplinary tradition of examining why organizations remove privileges from members as a part of disciplinary action. In contrast, little is known about why organizations return privileges after disciplinary action has occurred. Nonetheless, such reinstatement is ubiquitous in organizations. This paper provides a starting point for a theory of reinstatement by using the emerging theoretical domain of relationship repair. Treating reinstatement as relationship repair highlights the importance of causal attribution, social equilibrium, relationship structure, and power as means of relationship repair. The paper uses these four bases of relationship repair to develop a series of specific motivations for why managers might reinstate privileges.

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Identifying Sources of Turnover Costs: A Segmental Approach

Cited by 33 publications

References 0 publications

How HRM control affects boundary-spanning employees' behavioural strategies and satisfaction: the moderating impact of cultural performance orientation

How HRM control affects boundary-spanning employees' behavioural strategies and satisfaction: the moderating impact of cultural performance orientation

The effect of managerial cost prioritization on sales force turnover

Toward a Theory of Reinstatement: Seven Motivations for Reinstatement as Relationship Repair

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