Turnover Contagion: How Coworkers' Job Embeddedness and Job Search Behaviors Influence Quitting

By Will Felps, Terence R. Mitchell, David R. Hekman, T. W. Lee, Brooks Holtom, Wendy S. Harman. 2009

565 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/78090abd9e36bfb562ae0a65cf94d9aadde6ddd3

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Citations in the corpus

Keep Calm and Learn Multilevel Logistic Modeling: A Simplified Three-Step Procedure Using Stata, R, Mplus, and SPSS (2017, background): “…the odds of depression (Cutrona et al., 2005), the influence of employees’ job satisfaction and the size of their department on the odds of turnover (Felps et al., 2009), or the influence of grant applicants’ gender and the gender of their reviewers on the odds of funding Swiss National Centre of…”
Staying and performing: How human resource management practices increase job embeddedness and performance (2016, methodology): “This measure assesses the fit, links and sacrifice elements of job embeddedness and has performed well in previous studies (Burton et al., 2010; Felps et al., 2009).”
The Effects of Coworker and Perceived Organizational Support on Hotel Employee Outcomes (2012, background): “Specifically, coworker support is an important resource for employees in the workplace, because a recent research indicates that employees discerning that coworkers are looking for other jobs appear to display greater turnover intentions (Felps et al., 2009).”
Event System Theory: An Event-Oriented Approach to the Organizational Sciences (2015, background): “Beyond the obvious effect on organizational performance, another potential outcome is that other team members may also decide to leave (Event 8), as turnover has been shown to be “contagious” in teams (Felps et al., 2009).”
Spotlight on Age‐Diversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes (2013, background): “The answers were aggregated on the organizational level following the argumentation for collective turnover intentions by Felps et al. (2009) indicated that an aggregation to the company level was a reasonable strategy.”
Surveying the forest: A meta-analysis, moderator investigation, and future-oriented discussion of the antecedents of voluntary employee turnover (2018, background): “Less tangible costs are also noteworthy, including loss of tacit knowledge and social capital (Dess & Shaw, 2001), reduced customer satisfaction (McElroy, Morrow, & Rude, 2001), or turnover contagion (Felps et al., 2009).”
“You Wouldn’t Like Me When I’m Sleepy”: Leaders’ Sleep, Daily Abusive Supervision, and Work Unit Engagement (2014, background): “Moreover, group members tend to converge in their affect, attitudes, and behavior (Bhave, Kramer, & Glomb, 2010; Duffy, Shaw, & Stark, 2000; Felps et al., 2009; Sy & Choi, 2013), as they interact and make sense of social and environmental information as a group (Salancik & Pfeffer, 1977).”
Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention (2014, unknown): “Generally speaking, researchers operationalize the composite measure of overall job embeddedness (e.g. Mitchell et al., 2001; Felps et al., 2009; Ng & Feldman, 2010).”
A social network perspective on turnover intentions: The role of distributive justice and social support (2013, background): “…to reason that ties, and especially internal ties, would be the most crucial portion of the JEM warranting greater attention (Allen, 2006; cf. Felps et al., 2009).2 The few studies that focus on these ties using social network analysis typically take a social capital theory approach (e.g.,…”
Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations (2017, background): “Felps et al. (2009) indicated that employee job search behaviour plays an essential role in explaining why people leave their organizations.”
Turnover rates and organizational performance (2011, background): “Recent contributions have shown convincingly that social networks and social relationships of individuals (e.g., Mossholder, Settoon, & Henagan, 2005) and their coworkers (Felps et al., 2009) substantially affect individual turnover decisions.”