Reviewing employee turnover: focusing on proximal withdrawal states and an expanded criterion.

By P. Hom, Terence R. Mitchell, T. W. Lee, R. W. Griffeth. Psychological bulletin, 2012

631 citations recorded by the source corpus.

Subfields: Demography, General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/395c493121d68aabcecab2c1e9560a1fe894bca0

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In Demography

In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

The effect of exposure to bullying on turnover intentions: the role of perceived psychological contract violation and benevolent behaviour (2017, background): “Employees wanting to leave, but feeling trapped to stay, may thus exhibit lower productivity (Hom et al., 2012).”
In good company: The impact of perceived organizational support and positive relationships at work on turnover intentions (2015, methodology): “Items 3 and 4 measure respondents’ reluctance to leave or stay (Hom et al., 2012); Item 3 measures respondents’ consideration of personal factors that influence their intentions to leave their jobs, and item 4 captures respondents’ consideration of job-related factors.”
The Motivational Effects of Diminished Self-Esteem for Employees Who Experience Abusive Supervision (2017, background): “Nevertheless, turnover researchers have argued that some employees who leave their organizations should be considered involuntary leavers (Hom et al., 2012).”
Resolution, Relief, and Resignation: A Qualitative Study of Responses to Misfit at Work (2017, positive): “Embeddedness — defined as the combined influence of connections to the environment, the desire to avoid turnover-related sacrifices, and the level of perceived fit — also contributes to an employee ’ s decision to stay (Hom, Mitchell, Lee, & Griffeth, 2012).”
Should I Stay or Should I Go? Identity and Well-Being in Sensemaking About Retention and Turnover (2017, methodology): “Recently, researchers have pointed out that we need to learn more about states distal to turnover (e.g., Boswell et al., 2005; Hom et al., 2012).”
Revisiting talent management, work-life balance and retention strategies (2015, methodology): “New research has added to literature on employee turnover including work by Hom et al (2012) that examined the antecedents and consequences of withdrawal states noting the ‘pushes’ such as job search and ‘pulls’ such as work withdrawals associated with either staying or leaving an organization.”