Optimal and Dysfunctional Turnover: Toward an Organizational Level Model

Abelson, Michael A.; Baysinger, Barry D.

doi:10.5465/amr.1984.4277675

Cited by 269 publications

(109 citation statements)

References 9 publications

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“…all employees at the top of their respective wage and benefit schedules) and well as reduced innovativeness (e.g. Abelson and Baysinger, 1984;Dalton and Kesner, 1986;Dalton et al, 1981;Dalton and Todor, 1982;Walsh, 1988Walsh, , 1989. The suggestion of a curvilinear relationship not only incorporates the idea that some turnover is necessary to effect a change in the organization, but it also considers the position of some observers that too much change can be dysfunctional.…”

Section: Hypothesesmentioning

confidence: 99%

Top Management Turnover and Ceo Succession: An Investigation of the Effects of Turnover on Performance

Kesner

Dalton

1994

J Management Studies

138

106

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One strategic action which is often taken by firms in need of a turnaround is to bring in a new chief executive officer (CEO). Many observers argue, however, that having done this the new CEO must replace large numbers of top managers in order to effect a change in the firm's interactions and subsequent performance. Critics of this perspective insist that just the opposite is true. Substantial levels of turnover may only serve to further disrupt the organization decreasing performance still more. This controversy is addressed in the following study using a sample of 84 firms all of which experienced CEO succession during the year 1980. Analyses rely on a three-year-period pre-succession and three-year period post-succession. Three hypotheses are proposed. First, poor performance prior to CEO succession leads to greater turnover afterward. Second, that turnover is curvilinearly related to performance after the succession. And, finally, that successor type (i.e. whether the CEO was an inside or outside candidate) is related to the level of turnover in upper level management positions in the post-succession period. The results from tests of these hypotheses are presented, and the implications of these findings are discussed.

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Section: Hypothesesmentioning

confidence: 99%

Top Management Turnover and Ceo Succession: An Investigation of the Effects of Turnover on Performance

Kesner

Dalton

1994

J Management Studies

138

106

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“…There is one indicator that suggests higher or lower job quality perception at a company, industry or country, which is the turnover rate (Abelson & Baysinger, 1984;Hausknecht & Holwerda, 2013). In Brazil, turnover is among the highest in the world, even when accounting for factors such as industry composition and company size (DIEESE, 2014;Gonzaga, 1998;Orellano & Pazello, 2006 (Chahad & Pozzo, 2013).…”

Section: Union Action In the Brazilian Industrial Relations Systemmentioning

confidence: 99%

Top Human Resources Managers Views on Trade Union Action in Brazilian Corporations

Neto

Amorim

Fischer

2016

BAR, Braz. Adm. Rev.

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This article presents the perception of human resource (HR) top managers at strategic level in Brazilian corporations regarding labor union activity. It is a quantitative study about the perception of 354 experienced HR top managers on the unionization of employees, influence of the union on the organization, recognition of the union for labor negotiations and the existence of an advisory committee (workers' council) within organizations. The theoretical approach addresses both the fields of study on HR and Industrial Relations (IR). The research shows low unionization and management perceptions that unions have little influence on organizations. On the other hand, the HR managers recognize the union influence for collective bargaining purposes and for defining general terms of employment. These contradictions are related to the fact that collective bargaining is mandatory in Brazilian legislation. In general terms of employment, Brazilian legislation is too rigid, prescriptive and detailed. This strong state of regulation reserves to the union an automatic participation in the negotiation process with employers, although this trade union action is somehow inefficient. In this scenario, the perception of HR managers of a relative union influence, although inefficient, is an expected consequence.

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“…En cambio, cuando dejan la organización empleados que no se desempeñan bien se tiene una rotación funcional (Abelson & Baysinger, 1984). La rotación funcional se define como aquella en que los costos de la rotación y los costos de evitarla son minimizados (Abelson & Baysinger, 1984) y la efectividad organizacional es maximizada (Dess & Shaw, 2001).…”

Section: Marco Teórico -Sobre La Rotaciónunclassified

“…La rotación funcional se define como aquella en que los costos de la rotación y los costos de evitarla son minimizados (Abelson & Baysinger, 1984) y la efectividad organizacional es maximizada (Dess & Shaw, 2001). Es decir, que se da cuando la organización alcanza una tasa moderada de rotación.…”

Section: Marco Teórico -Sobre La Rotaciónunclassified

Los tipos de cultura y su relación con la rotación organizacional

Fuchs¹,

Torres²

2012

JOB

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ResumenLa rotación de personal es una de las grandes preocupaciones del entorno empresarial. Uno de los factores que merece la pena estudiar para evitarla es la cultura organizacional. En este artículo se presenta una revisión de literatura y una propuesta de modelo que permitirán abordar aspectos clave en cuanto a la retención de personal a nivel organizacional. Palabras clave:Rotación, retención, cultura organizacional

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Optimal and Dysfunctional Turnover: Toward an Organizational Level Model

Cited by 269 publications

References 9 publications

Top Management Turnover and Ceo Succession: An Investigation of the Effects of Turnover on Performance

Top Management Turnover and Ceo Succession: An Investigation of the Effects of Turnover on Performance

Top Human Resources Managers Views on Trade Union Action in Brazilian Corporations

Los tipos de cultura y su relación con la rotación organizacional

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