Toward a Theoretical Model of Employee Turnover: A Human Resource Development Perspective

By Shari L. Peterson. 2004

130 citations recorded by the source corpus.

Subfields: Applied Psychology, Education, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/024826b92518c01defc4ce5315581ac7428def70

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. M. Abadi
2. O. Aburumman
3. A. Salleh
4. K. Omar
5. J. Chew
6. Christopher Chan
7. B. Joo
8. Andrea D. Ellinger

In Education

1. M. Abadi
2. O. Aburumman
3. A. Salleh
4. K. Omar
5. J. Chew
6. Christopher Chan
7. B. Joo

In Organizational Behavior and Human Resource Management

1. M. Abadi
2. O. Aburumman
3. A. Salleh
4. K. Omar
5. J. Chew
6. Christopher Chan
7. B. Joo
8. H. Hahn

Citations in the corpus

• Turnover intention: the effects of core self-evaluations, proactive personality, perceived organizational support, developmental feedback, and job complexity (2015, background): “Peterson (2004) also addressed job satisfaction and organizational commitment, but also proposed the Organizational Model of Employee Persistence that included personal characteristics, and also added organizational, performance, career, and extra-organizational dimensions.”
• The impact of human resource management practices and career satisfaction on employee’s turnover intention (2020, methodology): “The model of Peterson (2004) highlights the part played by the human resource management and other internal factors (e.g. HRM practices) over which the organization has large control in influencing the intentions of employees to leave or stay in work.”
• Mediating Role of Affective Commitment in HRM Practices and Turnover Intention Relationship: A Study in a Developing Context (2011, unknown): “Employee turnover, although it is mainly a concern to the professionals of human resource department (Peterson, 2004), academics and organizational managers have paid much attention to this current phenomenon (Ton & Huckman, 2008) due to its detrimental effects on the organizations.”
• Human resource practices, organizational commitment and intention to stay (2008, background): “An investigation of these HRM-related factors that affect employee commitment and decision to stay is likely to contribute to the currently available knowledge, as the role of organizations in affecting employee attitudes is not adequately addressed ( Peterson, 2004”