A conceptual model of labour turnover and retention

By J. Winterton. 2004

138 citations recorded by the source corpus.

Subfields: Demography, Economics and Econometrics, General Health Professions

View Paper: https://www.semanticscholar.org/paper/22579bebd9cf2e96bd7d95218391ee72cdc36664

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In Demography

In Economics and Econometrics

In General Health Professions

Citations in the corpus

Does perceived support in employee development affect personnel turnover? (2011, background): “Job satisfaction as one of the most researched work-related variables has been shown to negatively influence undesirable employee behaviour, such as absenteeism and turnover intentions (Bartlett, 2001; Hung and Wong, 2007; Winterton, 2004).”
Exploring turnover intentions among three professional groups of employees (2006, background): “The conceptual work of Winterton (2004) suggests three arguments for the importance of the relationship between labour turnover and human resource development: first, training and development being the major costs in the replacement process; second, retaining the knowledge and skills of those who…”
Role of organizational justice in determining work outcomes of national and expatriate academic staff in Malaysia (2011, background): “Studies have reported strong relationship of job satisfaction and organizational commitment ( Winterton, 2004”
Formal Development Opportunities and Withdrawal Behaviors by Employees in Small and Medium‐Sized Enterprises (2010, background): “over and retention (Winterton 2004; Price 2001) and are often included as key psychological predictors in research”
Organizational commitment, job satisfaction and their possible influences on intent to turnover (2018, methodology): “In regard to the consequences of turnover, part of the research about this subject is based on its causes and correlations and some models are proposed: the linkage model (Mobley, 1992), conceptual model of employees’ turnover and retention (Winterton, 2004), and the context model of professionals o”
Work engagement as a mediator between employee attitudes and outcomes (2013, background): “…is linked to lower organizational effectiveness (Staw 1980; Bentein, Vandenberghe, Vandenberg and Stinglhamber 2005) and is reliably predicted by intention to quit (Steel and Ovalle 1984; Carsten and Spector 1987; Griffeth, Hom and Gaertner 2000; Winterton 2004; Koster, de Grip and Fouarge 2011).”