Job satisfaction, organizational commitment, and flight attendants’ turnover intentions: A note
By Ching-Fu Chen. 2006
215 citations recorded by the source corpus.
Subfields: Gender Studies, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/60df295d3a7f484b86a3a2175beb6ae3c69b94f2
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In Gender Studies
In Organizational Behavior and Human Resource Management
- Anis Eliyana
- Syamsul Ma’arif
- Muzakki
- Shu-Chuan Chen
- Stewart Johnstone
- Ching-Fu Chen
- George Saridakis
- Y. Lai
Citations in the corpus
- Burnout and Work Engagement Among Cabin Crew: Antecedents and Consequences (2012, background): “Through reviewing the job characteristics of flight attendants (Chen, 2006; Xanthopoulou et al., 2008) and the results of in-depth interviews conducted prior to the study, one specific job demand (work– family conflict) and two job resources (possibility for development and social support) are…”
- Will we have the same employees in hospitality after all? The impact of COVID-19 on employees’ work attitudes and turnover intentions (2020, background): “Chen (2006) indicated that marital status was one of the main factors which contributed to the occurrence of turnover intentions among flight attendants, explaining that flight attendants who were single expressed higher intentions to leave their job, while Lu et al. (2002) found negative…”
- Determinants of Job Satisfaction and its Impact on Employee Performance and Turnover Intentions (2014, background): “This shows that loyalty, employee satisfaction the organization of work and the real fidelity mediator satisfaction variables turnover (Chen2006).”
- Human resource practices, employee attitudes and small firm performance (2017, background): “While the former is associated with the affective response to the immediate work environment, the latter is an affective response to the whole organisation (Chen, 2006).”
- Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance (2019, methodology): “Besides, employees with high level of satisfaction will have a low number of turnovers (Chen, 2006).”