The impact of job satisfaction on turnover intent: a test of a structural measurement model using a national sample of workers

By E. Lambert, Nancy Lynne Hogan, Shannon M. Barton. 2001

841 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/61e6713c751af45d52f593d942e753a8122c71a4

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Career satisfaction, organizational commitment, and turnover intention (2010, background): “Turnover intention has been emphasized as an important factor for the financial performance of organizations (Lambert et al., 2001) and has been influenced by diverse variables in organizations.”
Retaining Social Workers: The Role of Quality of Work and Psychosocial Safety Climate for Work Engagement, Job Satisfaction, and Organizational Commitment (2019, background): “Specifically, the present study focused on factors contributing to positive work attitudes among social workers, because such attitudes relate to retention (Halbesleben & Wheeler, 2008; Kim & Kao, 2014; Lambert et al., 2001; Meyer et al., 2002).”
Linking leadership empowerment behavior to employee attitudes and behavioral intentions: testing the mediating role of psychological empowerment (2011, background): “performance has led to an increase in voluntary tur nover in many organisations ( Lambert, Hogan & Barton, 2001 ).”
Turnover intention: the effects of core self-evaluations, proactive personality, perceived organizational support, developmental feedback, and job complexity (2015, background): “According to Li et al. (2011), supervisors’ developmental feedback promoted devotion to the task with greater duration, intensity, and persistence among newcomers.”
Investigating Factors that Influence Employees' Turnover Intention: A Review of Existing Empirical Works (2015, background): “Lambert, Hogan, and Barton (2001) highlighted five variables of work environment, namely; role conflict, task variety, financial rewards, relations with co-workers and autonomy/participants.”
Satisfied Correctional Staff (2002, background): “For example, Nacci and Kane (1984, p. 49) found that “when officers indicated greater job satisfaction, inmates were likely to say that their environment was more free from danger of sexual assault.” Kerce, Magnusson, and Rudolph (1994) found among Naval correctional staff that those staff who repor”
Racial Mismatch and School Type (2011, methodology): “The variables are coded so that higher numbers denote more satisfaction; the scale is similar to that of Lee et al. (1991) because we include measures of both efficacy and satisfaction.”
A STUDY ON DETERMINING FACTORS EMPLOYEE RETENTION (2016, result): “Lambert, Lynne and Barton also reached the same conclusion in a latter research they conducted [30].”