Alternative Conceptualizations of the Relationship Between Voluntary Turnover and Organizational Performance

By Jason D. Shaw, N. Gupta, John E. Delery. 2005

576 citations recorded by the source corpus.

We propose four alternative predictions regarding the relationship between voluntary turnover and workforce performance and develop the hypothesis that safety and productivity outcomes mediate that...

Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0258b93bfb3513c2abeec036ef9db18309967fce

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Citations in the corpus

Managing the Impact of Employee Turnover on Performance: The Role of Process Conformance (2008, methodology): “This is consistent with Price’s (1977) prediction and a recent empirical study of turnover in the trucking and concrete pipe industries (Shaw et al. 2005).”
Employee-Organization Exchange Relationships, HRM Practices, and Quit Rates of Good and Poor Performers (2009, methodology): “Independent Variables, Time 1 We combined the separate HRM practices into additive indexes (Arthur, 1992, 1994; Shaw et al., 2005).”
SEARCHING FOR THE OPTIMAL LEVEL OF EMPLOYEE TURNOVER: A STUDY OF A LARGE U.K. RETAIL ORGANIZATION (2009, background): “Studies by Shaw, Gupta, and Delery (2005) and Shaw, Duffy, Johnson, and Lockhart (2005) have confirmed the usual negative relationship.”
Employee Turnover and Organizational Performance: Testing a Hypothesis from Classical Public Administration (2007, background): “Shaw, Gupta, and Delery (2005), using a somewhat different logic, find nonlinear relationships between turnover and organizational performance for both the concrete pipe industry and the trucking industry, but they do not find the hypothesized inverted-U relationship.”
Is innovative behavior really good for the firm?: Innovative work behavior, conflict with coworkers and turnover intention: moderating roles of perceived distributive fairness (2011, background): “In addition, innovative employees’ intention to quit will not only reduce organizational performance (Osterman, 1987; Pencavel, 1972; Shaw et al., 2005) but also produce potential costs for firms in term of cost for training and recruitment (Cascio, 1991; Kirschenbaum and Weisberg, 2002).”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, background): “Organizations' positive affective climate and workforce performance We further suggest an organization's positive affective climate is positively associated with workforce performance (Scullen et al., 2005; Shaw et al., 2005).”