Keeping Your Headcount When All About You Are Losing Theirs: Downsizing, Voluntary Turnover Rates, and The Moderating Role of HR Practices

By C. Trevor, Anthony J. Nyberg. 2008

343 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/716a6d5706305697a4b22d5dd694a7ee668b842f

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Aging Populations and Management (2014, methodology): “We have developed a significant body of research on human resource practices and its effect on performance or turnover (e.g., Becker & Gerhart, 1996; Huselid, 1995; Trevor & Nyberg, 2008).”
Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications (2011, background): “Illustrating HR’s ability to mitigate unpleasant shocks, Trevor and Nyberg (2008) reported that, although downsizing led to higher voluntary turnover rates, high levels of HR practices that should enhance procedural justice and foster job embeddedness perceptions reduced downsizing effects by 58%…”
Downsizing Effects on Survivors: Layoffs, Offshoring, and Outsourcing (2010, background): “Among downsizing survivors, voluntary turnover may be especially damaging for organizations (Trevor and Nyberg 2008).”
Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support (2013, background): “High turnover rates may also impede the quality, consistency, and stability of services that the organization provides to its clients and customers (Trevor & Nyberg, 2008 ).”
Resource-Based Perspectives on Unit-Level Human Capital (2014, background): “By definition, HRM policies and practices act on individual human resources to develop and manage those resources: Employees are selected (Schmitt & Chan, 1998), trained (Mathieu, Tannenbaum, & Salas, 1992), and retained (Trevor & Nyberg, 2008).”
Does Turnover Intention Matter? Evaluating the Usefulness of Turnover Intention Rate as a Predictor of Actual Turnover Rate (2016, neutral): “…at the individual level (e.g., Blau & Kahn, 1981; Lewis, 1991) and organization level (e.g., Bennett, Blum, Long, & Roman, 1993; Glebbeek & Bax, 2004; Hausknecht, Trevor, & Howard, 2009; Spell & Blum, 2005; Terborg & Lee, 1984; Trevor & Nyberg, 2008; Wiersema & Bird, 1993; Yanadori & Kato, 2007).”
THE IMPACT OF MOTIVATION, EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT (2011, background): “Test–retest correlations can provide evidence of the stability of the three indexes (Trevor & Nyberg, 2008).”
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement (2019, background): “…2006), as well as the indirect costs of inconsistent work performance as manifested in poor level of employee job engagement and client dissatisfaction resulting from employees’ voluntary exit (Boushey & Glynn, 2012; Li, Lee, Mitchell, Hom, & Griffeth, 2016; Ramlall, 2004; Trevor & Nyberg, 2008).”
Leading through paradox in a COVID‐19 world: Human resources comes of age (2021, background): “For instance, downsizing can damage long‐term firm performance when it leads to undesired turnover (Trevor & Nyberg, 2008), reduces employee productivity and efficiency (Guthrie & Datta, 2008), and reduces job satisfaction and lowers organisational commitment (Allen et al., 2001; Brockner et al.,…”
Are Family Firms Good Employers (2017, background): “We add Male and Blue Collar to control for potential gender and workforce compositi n influences (Joshi, Jooyeon Son, & Hyuntak Roh, 2015; Osterman, 2006; Trevor & Nyberg, 2008).”