The impact of job performance on employee turnover intentions and the voluntary turnover process A meta-analysis and path model

By Ryan D. Zimmerman, Todd C. Darnold. 2009

275 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1b6757a8e84472f570ff990534c12eb5be53e21d

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Hiring for retention and performance (2009, methodology): “A meta-analysis by Zimmerman and Darnold (2009) indicated a negative relationship between intent to quit and job performance ( = −.14).”
Service quality and turnover intentions as perceived by employees (2011, methodology): “Previous research has focused on this topic (e.g. Lee et al., 2005; Griffeth et al., 2000; Zimmerman and Darnold, 2009).”
Performance and turnover intentions: a social exchange perspective (2013, background): “Whereas studies have examined internal/system and external/labor market moderators (Allen and Griffeth, 1999; Nyberg, 2010; Zimmerman and Darnold, 2009), we employ notions from social exchange theory to generate hypotheses about the moderating role of employees’ relations with their supervisor and c”
On passion and heavy work investment: personal and organizational outcomes (2013, background): “Work satisfaction is an important determinant of turnover intentions (see Hom et al., 1992): it is negatively related to turnover intentions and actual turnover (e.g. Griffeth et al., 2000; Tett and Meyer, 1993; Zimmerman and Darnold, 2009).”
THE REVOLVING DOOR: A CLOSER LOOK AT MAJOR FACTORS IN VOLUNTEERS’ INTENTION TO QUIT (2013, background): “Newer studies have shown that job performance, through negative feedback during performance appraisals, impacts employee intentions to quit (Zimmerman & Darnold, 2009), as well as adverse working conditions (Böckerman & Ilmakunnas, 2009).”
Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic (2021, background): “As performance supervisory reviews were more linked to the plan to withdraw (Zimmerman and Darnold 2009) and as self-rated performances and managerial ratings have been negatively connected to turnover intentions (Biron and Boon 2013), the performance of employees would negatively predict turnover…”
Quality of Work Life and Turnover Intention: A Partial Least Square (PLS) Approach (2013, background): “Consistently, turnover was found to be significantly related to lower productivity, profit and reduction in job performance (Firth et al. 2004; Larkin 1995; Roth and Roth 1995; Zimmerman and Darnold 2009).”
Developing Attitudes Toward an Entrepreneurial Career Through Mentoring (2015, background): “Furthermore, research indicates that self-efficacy also positively affects job performance (Robertson & Sadri, 1993) and career retention (Zimmerman & Darnold, 2009).”
Resolution, Relief, and Resignation: A Qualitative Study of Responses to Misfit at Work (2017, unknown): “Sometimes, even leaving a position or organization is beneficial to the person and the organization (Zimmerman & Darnold, 2009).”