High‐performer turnover and firm performance: The moderating role of human capital investment and firm reputation
By Kiwook Kwon, D. Rupp. 2013
138 citations recorded by the source corpus.
Subfields: Accounting, Gender Studies, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/1045ab86c0c101abf35312b0b65d850aa84ae2ca
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In Accounting
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification (2020, background): “Indeed, if competent employees intend to leave the organization, this poses a threat to an organization’s performance (Kwon & Rupp, 2012) – especially in today’s extremely competitive and ever-changing work environment (Sahi & Mahajan, 2014).”
- Employee Mobility and Organizational Outcomes (2016, background): “…to source firms as a result of these individuals having not only superior human capital but also a greater role in building and maintaining internal and external ties (Burt, 1997; Kwon & Rupp, 2013) and the ability to port valuable complementary assets with them (Campbell, Ganco, et al., 2012).”
- Determinants of employee turnover intention: Understanding the roles of organizational justice, supervisory justice, authoritarian organizational culture and organization-employee relationship quality (2017, background): “As high-performing employees’ voluntary turnover is especially detrimental to organizational performance (Kwon and Rupp, 2013), it is crucial to identify and understand possible causes that predict employee turnover intention.”