Exploring turnover intentions among three professional groups of employees

By Abraham Carmeli, Jacob Weisberg. 2006

296 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/04c871ea24a11772246e4a07b1b81dd335b1191a

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Retaining Social Workers: The Role of Quality of Work and Psychosocial Safety Climate for Work Engagement, Job Satisfaction, and Organizational Commitment (2019, background): “The antecedents for retention and turnover can differ between professional groups (Carmeli & Weisberg, 2006).”
HR practices and turnover intention: the mediating roles of organizational commitment and organizational engagement in a selected region in Malaysia (2013, unknown): “Previous studies that examined the factors influencing turnover intention indicated that OC is one of the factors that contribute to employees’ intentions to leave an organization (Carmeli and Weisberg 2006).”
The effect of protean careers on talent retention: examining the relationship between protean career orientation, organizational commitment, job satisfaction and intention to quit for talented workers (2019, background): “Accordingly, meta-analytic studies (Griffeth et al., 2000; Tett & Meyer, 1993) have shown that OC is a strong predictor of intent to remain in the organization (Carmeli & Weisberg, 2006).”
Effects of culinary employees’ role stress on burnout and turnover intention in hotel industry: moderating effects on employees’ tenure (2012, background): “Mowday, Porter, and Steers (1982) defined turnover intent as a possibility or intention of leaving organizations, and Carmeli and Weisberg (2006) noted three stages: thinking about leaving an organization, finding another vocation, and finally having turnover intent.”
Psychological Contracts, Perceived Organizational and Supervisor Support: Investigating the Impact on Intent to Leave Among Hospitality Employees in India (2015, background): “Researchers also have proposed that an effective way to decrease actual turnover rate is to identify motivational factors that would lower employees’ intention to leave (Carmeli & Weisberg, 2006).”
Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention (2015, background): “Turnover intention is associated with elements of employee which is; the thought or feeling to quit the job, the intention to find for another job and intention to quitting the job (Carmeli & Weisberg, 2006).”
Determinants of employee turnover intention: Understanding the roles of organizational justice, supervisory justice, authoritarian organizational culture and organization-employee relationship quality (2017, background): “…(e.g. Elanain, 2014, on leadership-member exchange) (e.g. Rupp and Cropanzano, 2002, on organizational justice and supervisory justice) (e.g. Carmeli and Weisberg, 2006, on turnover intention) and corporate communication/public relations (e.g. Grunig et al., 2002, on authoritarian culture)…”
Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation (2020, background): “However, their study missed the mediating role of intrinsic motivation on the interaction between abusive supervision and psychological wellbeing.”