Flexible work arrangements, work engagement, turnover intentions and psychological health

By Carolyn Timms, P. Brough, M. O’driscoll, Thomas J. Kalliath, O. Siu, C. Sit, Danny Lo. 2015

216 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/567d3b9960f54a302f3f20002fa36268c795c542

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

1. M. O’driscoll
2. O. Siu
3. P. Brough
4. Carolyn Timms
5. Thomas J. Kalliath
6. Karl Hofmeyr
7. M. Weideman
8. C. Sit

In Social Psychology

1. M. O’driscoll
2. O. Siu
3. P. Brough
4. Carolyn Timms
5. Thomas J. Kalliath
6. Karl Hofmeyr
7. M. Weideman
8. X. Chan

In Sociology and Political Science

1. M. O’driscoll
2. P. Brough
3. O. Siu
4. Carolyn Timms
5. Thomas J. Kalliath
6. Osman M. Karatepe
7. Dawn S. Carlson
8. C. Sit

Citations in the corpus

• Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, unknown): “…are of interest as work engagement is considered to be a focal point of talent management in retaining employees (Christensen Hughes and Rog 2008) while, more importantly, ensuring organizational sustainability and success (Shuck and Herd 2012), and reducing turnover (Timms et al. 2015).”
• Work–family enrichment and satisfaction: the mediating role of self-efficacy and work–life balance (2016, background): “Timms et al. (2015) also emphasised that family-friendly interventions (e.g. flexible work arrangements) must consider employees’ perceptions about the consequences of using such policies.”
• The influence of flexible work arrangements on employee engagement: An exploratory study (2020, background): “Literature has further supported the study’s findings by emphasising the importance of a two-way communication amongst managers and employees (Timms et al., 2015).”