Job Performance and Turnover Decisions: Two Field Studies

Mossholder, Kevin W.; Bedeian, Arthur G.; Norris, Dwight R.; Giles, William F.; Feild, Hubert S.

doi:10.1177/014920638801400304

Cited by 36 publications

(15 citation statements)

References 27 publications

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“…In addition, factors that promote retention among high performers may be organization-specific (or else they would likely leave), which suggests that dimensions such as organizational prestige or constituent attachments may be more prominent in high performers' decisions to stay. Of the limited empirical evidence available to date, findings indicate that high performers are more likely to stay when there is opportunity for salary growth, when they are satisfied with their work, and when contingent rewards are available (Allen & Griffeth, 2001;Mossholder, Bedeian, Norris, Giles & Feild, 1988;Trevor et al, 1997). In contrast, drawing from the ease of movement aspects of March and Simon, low performers should mention a lack of alternatives more often as a reason for staying because of their restricted movement capital.…”

Section: Targeted Employee Retention 10mentioning

confidence: 89%

Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying

Hausknecht

Rodda²,

Howard³

2009

Human Resource Management

242

206

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A content model of 12 retention factors is developed in the context of previous theory and research. Coding of open-ended responses from 24,829 employees in the leisure and hospitality industry lends support to the identified framework and reveals that job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and organizational prestige were the most frequently mentioned reasons for staying. Advancement opportunities and organizational prestige were more common reasons for staying among high performers and non-hourly workers, and extrinsic rewards was more common among low performers and hourly employees, providing support for ease/desirability of movement and psychological contract rationales. The findings highlight the importance of differentiating human resource management practices when the goal is to retain those employees valued most by the organization. industry lends support to the identified framework and reveals that job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and organizational prestige were the most frequently mentioned reasons for staying. Advancement opportunities and organizational prestige were more common reasons for staying among high performers and nonhourly workers, and extrinsic rewards was more common among low performers and hourly employees, providing support for ease/desirability of movement and psychological contract rationales. The findings highlight the importance of differentiating human resource management practices when the goal is to retain those employees valued most by the organization.

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Section: Targeted Employee Retention 10mentioning

confidence: 89%

Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying

Hausknecht

Rodda²,

Howard³

2009

Human Resource Management

242

206

View full text Add to dashboard Cite

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“…These groups include diverse populations such as nurses (Lane, Mathews and Presholdt, 1988); supervisors (Mossholder et al, 1988); military personnel (Farkas and Tetrick, 1989); software professionals (Garden, 1989); accountants (Werbel and Bedeian, 1989); truck drivers (Beilock and Capelle, 1990); middle-level managers (Kydd, Ogilvie and Slade, 1990); MIS employees (Igbaria,Greenhaus and Parasuraman,199 1); salespeople (Doran et al,199 1); and reservation agents (Saxton, Phillips and Blakeney, 1991), just to name a few.…”

Section: Literature Reviewmentioning

confidence: 99%

An analysis of the factors affecting the turnover intention of non-managerial clerical staff: a Singapore study

Koh

Goh

1995

The International Journal of Human Resource Management

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This study examines the factors affecting turnover intention and attempts to construct a turnover prediction model. Sixteen demographic, job satisfaction and job attitude factors are considered in the study. From the three-hundred questionnaires administered, a usable response rate of 36 per cent (i.e., 108 usable questionnaires) was obtained.Correlation analyses, t-tests and multiple regression were used to analyse the data. The results show that demographic and job attitude factors are not significantly associated with turnover intention. In contrast, job satisfaction factors affect turnover intention significantly. In particular, satisfaction with career future, company identity, kind of work and financial rewards were found to be statistically significant. These four variables are thus included in the final turnover prediction model.

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“…In partial reviews of the emerging body of literature in this domain, Jackofsky (1984) and Jackofsky, Ferris, and Breckenridge (1986) cite studies that exhibit positive, negative, and zero relationships between performance and turnover. Jackofsky, Ferris, and Breckenridge (1986) observed such curvilinear relationships in two independent samples, as did Mossholder, Bedeian, Norris, Giles, and Field (1988). However, the confidence interval was very large, extending well into the positive range of values and indicating much unexplained variation in coefficients across studies.…”

Section: Rksumkmentioning

confidence: 86%

“…The result is a u-shaped relationship in which low but acceptable performers are least likely to quit. Jackofsky, Ferris, and Breckenridge (1986) observed such curvilinear relationships in two independent samples, as did Mossholder, Bedeian, Norris, Giles, and Field (1988). However, McEvoy and Cascio (1987) could not support the curvilinearity hypothesis in an admittedly crude post-hoc test that divided studies on the basis of type of turnover (voluntary, involuntary, mixed).…”

Section: Rksumkmentioning

confidence: 97%

Performance and Turnover Cognitions Among Managers

Johns¹

1989

Can J Adm Sci

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Cognitions AbstractAlthough positive, negative, zero, and curvilinear relatiohships have been observed between employee performance and turnover, little is understood about the factors that contribute to these relationships. The present study used company records and questionnaire responses from 300 managers to test the hypothesis that the perceived instrumentality of performance for obtaining rewards would moderate the relationship between performance and turnover cognitions. Significant interactions between performance and instrumentalities were observed for sevratings ofperformance and company ratings of promotion potential. A weak perceived connection between rewards and performance prompted stronger turnover cognitions among better performers than among poorer performers.

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Job Performance and Turnover Decisions: Two Field Studies

Cited by 36 publications

References 27 publications

Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying

Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying

An analysis of the factors affecting the turnover intention of non-managerial clerical staff: a Singapore study

Performance and Turnover Cognitions Among Managers

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