Race Effects on the Employee Engagement-Turnover Intention Relationship

By James R. Jones, James K. Harter. 2005

140 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5dfd2ae38d3465b5de5522269ecbbee7b4212a98

How researchers see this paper

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

In Gender Studies

1. Weichun Zhu
2. Fred Walumbwa
3. Bruce J. Avolio
4. Hua Jiang
5. Jens Rowold

In Organizational Behavior and Human Resource Management

1. Fred Walumbwa
2. Bruce J. Avolio
3. Weichun Zhu
4. Hua Jiang
5. Hongmei Shen
6. M. Lee
7. Sangeeta Sahu
8. Anupam Kumar

Citations in the corpus

• Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement (2009, background): “Jones and Harter (2005) defined work engagement as “the individual’s involvement and satisfaction with, as well as enthusiasm for their work” (p. 80).”
• Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, background): “…the past decade has demonstrated a positive correlation between work engagement and the intention to leave employment (Halbesleben and Wheeler 2008; Jones and Harter 2005; Schaufeli and Bakker 2004), with this topic remaining a contemporary interest (Gabel-Shemueli et al. 2015; Tims, Bakker, and…”
• Transformational leadership and turnover (2017, background): “Furthermore, the level of engagement among the members in supervising employee dyad predicts intent to remain ( Jones and Harter, 2005).”
• Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors (2020, background): “First of all, employee engagement involves the way that employees express their selves in their role activities in the workplace (Christian et al., 2011; Jones & Harter, 2005).”
• A Tale of Passion: Linking Job Passion and Cognitive Engagement to Employee Work Performance (2011, unknown): “…broadens our understanding of the work consequence of engagement, which had previously been limited to individuals’ attitudes and perceptions (e.g., Jones & Harter, 2005) and unit-level outcomes (e.g., Harter, Schmidt, & Hayes, 2002; Salanova, Agut, & Peiro, 2005) but is now extended to a key…”