Nurse turnover as reasoned action: Development of a process model.

Prestholdt, Perry H.; Lane, Irving M.; Mathews, Robert C.

doi:10.1037/0021-9010.72.2.221

Cited by 143 publications

(102 citation statements)

References 21 publications

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“…In the area of organizational behavior, binary outcomes are encountered frequently to measure employee turnover (e.g., Allen, Weeks, & Moffitt, 2005;Huselid & Day, 1991;Morrow, McElroy, Laczniak, & Fenton, 1999;Payne & Huffman, 2005;Somers, 1995), and attendance versus non-attendance (e.g., Harrison, 1995;Okun & Sloane, 2002;Ryan, Horvath, & Kriska, 2005). Binary outcomes are also common in TPB studies (e.g., Dumas, Nissley-Tsiopinis, & Moreland, 2007;Harrison, 1995;Prestholdt, Lane, & Mathews, 1987;Sutton, Bickler, Sancho-Aldridge, & Saidi, 1994;Sutton, Saidi, Bickler, & Hunter, 1995;Van Breukelen et al, 2004). Despite the potential limitations of dichotomous outcomes (i.e., less variability), the inclusion of the attendance/withdrawal variable in the present study seems appropriate for two reasons: (1) it accurately reflects the behavior of interest, and (2) it extends the study of job pursuit beyond studies exclusively relying on self-report measures of job pursuit intention.…”

Section: Job Pursuit Behaviormentioning

confidence: 98%

Predicting applicants' job pursuit behavior from their selection expectations: the mediating role of the theory of planned behavior

et al. 2008

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SummaryApplicants' pretest expectations about the forthcoming selection procedure may serve as a key factor in applicants' decision-making. The current study examined the validity of the theory of planned behavior (TPB) as an explanatory mechanism of the relationship between pretest selection expectations (warmth/respect, chance to demonstrate potential, difficulty of faking, unbiased assessment, feedback) and job pursuit behavior. Data were collected at two points in time, using a sample of applicants for the military. Selection expectations, job pursuit attitude, subjective norm, and controllability were significantly related to job pursuit intention. Job pursuit attitude mediated the relationship between selection expectations and job pursuit intention. Subjective norm and time lag were the only significant predictors of job pursuit behavior. Practical implications, strengths and limitations, as well as directions for further research are discussed.

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Section: Job Pursuit Behaviormentioning

confidence: 98%

Predicting applicants' job pursuit behavior from their selection expectations: the mediating role of the theory of planned behavior

et al. 2008

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“…Normative forces are an employee's perceptions of family or friends' expectations about his or her remaining at a job or quitting (e.g., Prestholdt, Lane, & Mathews, 1987). If the expectations favor staying, there is a motive to remain.…”

Section: Alternative Forcesmentioning

confidence: 99%

Profiles in Quitting: Integrating Process and Content Turnover Theory.

Maertz¹,

Campion²

2004

Academy of Management Journal

281

227

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Process models of turnover focus on how people quit; content models focus on why. To integrate these approaches and test whether motives relate systematically to decision processes, we classified 159 leavers using four process types and measured eight content motives for leaving. One key finding was that those who quit with no job alternative had more negative affect than users of other decision types, suggesting affect-driven, impulsive quitting. Results suggest that process-content integration is a fruitful direction for turnover research."Voluntary employee turnover" is one of the most studied behaviors in management research (Griffeth, Hom, & Gaertner, 2000;Hom & Kinicki, 2001;March & Simon, 1958). The many multivariate models and empirical tests within this research stream have greatly enhanced knowledge about quitting. Process models focus on how individuals arrive at their final decisions to quit, while content models focus on why individuals quit organizations. Although there has been some inevitable overlap (e.g., Lee & Mitchell, 1994), current multivariate models focus primarily on explicating either the hows or the whys of turnover, but not on both simultaneously. Process researchers admit that although employees follow specific turnover paths, "Individuals experience unique circumstances when they leave," (Lee, Mitchell, Holtom, McDaniel, & Hill, 1999: 450). Failing to explicate the motivations behind these circumstances and link them with decision processes leaves a blind spot in researchers' view of turnover (e.g., Griffeth & Hom, 1995).Specifically, little research has focused on whether different motives systematically relate to different types of decision processes. Because "turnover motives" initiate "turnover decision processes" (e.g., Mobley, 1977), certain motives may cause certain types of processes to occur more frequently than others. For instance, attraction to another job could stimulate a rational, comparative process, while strong anger toward an abusive supervisor could cause a reflexive, nonrational process. If research shows that motives and processes are systematically related, researchers could build "motive by process" models that would provide more precise and accurate descriptions and that would stimulate integrative empirical research.The purpose of this study was to further such process-content integration by proposing and testing hypotheses that relate turnover motives to turnover decision processes. As a precursor to such process-content integration, though, researchers must have a complete view of what motives and decision processes should be integrated. However, important constructs have been overlooked in content and process models (Mitchell, Holtom, Lee, Sablynski, & Erez, 2001;Steel, 2002). Thus, to try to avoid deficiency, we first summarize or synthesize parameters from both process and content turnover models more fully than previous studies have done. TURNOVER MODELS Turnover Process Research: The HowsDespite the existence of other important contributions (e.g., ...

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“…The core thesis of these theories is that individuals' behaviors are influenced to a large extent by their behavioral intention to perform a given behavior. Although, a number of factors beside intentions determine individuals' actual behaviors, studies on behavioral intentions to hypothetical scenarios are widely used and found very useful in predicting a wide range of behavior including predicting turnover (Prestholdt et al, 1987) and unethical behavior (Randall & Gibson, 1991;Vallerand et al, 1992). Research participants were provided with a hypothetical scenario in which they believed their superior to be incompetent and take managerial actions that could damage the competitive position of the organization.…”

Section: Evln Itemsmentioning

confidence: 99%