Employee-Organization Exchange Relationships, HRM Practices, and Quit Rates of Good and Poor Performers

By Jason D. Shaw, Brian R. Dineen, Ruolian Fang, Rob Vellella. 2009

326 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/366c2d21aed47dda8f3e0a9fcb5677e26665f8a1

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Citations in the corpus

A SOCIAL-STRUCTURAL PERSPECTIVE ON EMPLOYEE- ORGANIZATION RELATIONSHIPS AND TEAM CREATIVITY (2014, methodology): “Most prior studies view social exchange as the underlying mechanism between EOR and outcomes (e.g., Shaw et al., 2009; but see Hom et al., 2009, for an exception).”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, methodology): “First, researchers have suggested that employees with high levels of human capital are more capable of meeting job demands, receiving positive performance appraisals, obtaining promotions, and participating in decision making (Batt & Colvin, 2011; Shaw et al., 2009).”
Clarifying the construct of human resource systems: Relating human resource management to employee performance (2012, methodology): “Building on previous research (e.g., Ichniowski et al., 1996; Shaw, Gupta, & Delery, 2005; Shaw et al., 2009), we argue that the measure of HR systems should be formative rather than reflective because the measurement model meets the criteria of formative model listed in MacKenzie et al.s’ (2005)…”
Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications (2011, background): “20s) has been replicated under a variety of conditions and is among the most robust findings in this literature (e.g., Arthur, 1994; Batt, 2002; Batt & Colvin, in press; Batt et al., 2002; Bennett et al., 1993; Cappelli & Neumark, 2004; Guthrie, 2001; Haines et al., 2010; Huselid, 1995; Park et al.,”
An Empirical Study on the Organizational Trust, Employee-Organization Relationship and Innovative Behavior from the Integrated Perspective of Social Exchange and Organizational Sustainability (2018, background): “(2009) [66] found that EOR could lead to increasing employee performance and decrease quit intention.”
THE IMPACT OF MOTIVATION, EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT (2011, background): “Fourth, we were unable to distinguish between the turnover of high and low performers (Shaw et al., 2009).”
Methodological Urban Legends: The Misuse of Statistical Control Variables (2011, result): “where NA remained a viable alternative explanation, the mechanisms that produced the reduction in observed relationships were not clear, and in fact Spector et al. (2000) provided evidence for several mechanisms that refuted the contamination hypothesis.”