Optimal and Dysfunctional Turnover: Toward an Organizational Level Model

Abelson, Michael A.; Baysinger, Barry D.

doi:10.2307/258446

Cited by 158 publications

(187 citation statements)

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“…Turnover in itself is not necessarily detrimental to an organization as the exit of underperforming employees can be beneficial (Abelson & Baysinger, 1984;McElroy, Morrow, & Rude, 2001). In general, however, turnover has been shown to have a negative effect on organizational performance (Hancock, Allen, Bosco, McDaniel, & Pierce, 2013;Park & Shaw, 2013).…”

Section: Voluntary Turnovermentioning

confidence: 99%

The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

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AcknowledgementsWe are very grateful for the insightful comments of Nathalie Delobbe and the three reviewers. We also thank Gary Ballinger, Rob Cross and Greg Molecke and the participants of the 31st Sunbelt International Network for Social Network Analysis conference. 2 AbstractIn this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four-year period. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. In contrast, when others perceive interactions with the focal actor as increasing their level of energetic activation it reduces the focal actor's risk of involuntary turnover. This relationship is also mediated by performance. When others within the organization perceive interactions with the focal actor as increasing their level of energetic activation, it results in the focal actor having higher performance, which in turn reduces the focal actor's involuntary turnover. In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research.

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Section: Voluntary Turnovermentioning

confidence: 99%

The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

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“…The vacancies they create with their departure from the organization are replaced with new employees who bring fresh knowledge, new ideas and creativity [1], [25].…”

Section: The Emergence and Importance Of Turnover For The Organizationmentioning

confidence: 99%

Factors of Knowledge Management and the Impact of Employee Turnover in Activity and Performance in Scientific and Technological Parks in Slovenia

Roblek¹,

Štok

Meško

et al. 2013

SSRN Journal

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“…Some studies indicate that staff turnover is the main cause of the loss of institutional memory (Mason and Pauleen, 2003) as well as loss of organization level tacit knowledge (Stovel and Bontis, 2002). Conversely, other research findings show that employee turnover sometimes reduces stagnation and improves innovation (Abelson and Baysinger, 1984) while separating poor performers (Dalton and Todor, 1979). The average number of developers who received training in project management was 5.21 developers per firm while 6.39 developers could translate customer needs into programming.…”

Section: Data Collectionmentioning

confidence: 99%

Intellectual capital in Egyptian software firms

Seleim

Ashour²,

Bontis³

2004

The Learning Organization

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The distribution of knowledge around the world varies significantly with developed countries possessing most of the world's current intellectual capital (IC) compared to developing countries. Most IC research has been conducted in a variety of international settings such as the UK, Scandinavia, Australia, Canada, Austria, Malaysia, the USA, and Ireland. However, no empirical research has been conducted at the organizational level in the field of IC in Arab countries. These nations are socially, economically, and culturally different from most countries in the aforementioned list. This study describes the IC in Egyptian software firms. The study's objective is to contribute to the IC theory development by building a measurement system in an unique context. This paper highlights the key IC indicators as reported by Egyptian CEOs. Ultimately, the resultant report provides them with a direction for building a strong knowledge base for future IC development. IntroductionWith the emergence of the knowledge-based economy, we have witnessed many changes in the nature of work and the demands placed on organizations to become the storehouses of innovation, nourishing and sustaining wellsprings of talent. The knowledge-based economy has provided us with new notions of globalization (i.e. borderless economies) and new models for firms (i.e. networked learning organizations). These emergent trends have a great influence on management research and require new approaches for investigation. Over four decades back, Penrose (1959) looked at the firm as a repository of knowledge and experience and argued that knowledge is the critical factor in explaining the growth of firms. More recently, intellectual capital (IC) is considered as the critical antecedent for the sustained performance of a firm

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Optimal and Dysfunctional Turnover: Toward an Organizational Level Model

Cited by 158 publications

References 0 publications

The impact of energizing interactions on voluntary and involuntary turnover

The impact of energizing interactions on voluntary and involuntary turnover

Factors of Knowledge Management and the Impact of Employee Turnover in Activity and Performance in Scientific and Technological Parks in Slovenia

Intellectual capital in Egyptian software firms

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