Assessing longitudinal change of and dynamic relationships among role stressors, job attitudes, turnover intention, and well-being in neophyte newcomers

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The longitudinal development of employee well-being: a systematic review (2016, background): “mean-level decrease was detected (or prevalent) in the studies conducted among younger employees (Amati et al., 2010; Farkas & Tetrick, 1989; Maier & Brunstein, 2001; Vandenberghe et al., 2011; Weigl et al., 2010; Ybema, Smulders, & Bongers, 2010).”
Affective Commitment to Organizations and Supervisors and Turnover: A Role Theory Perspective (2017, result): “These results are in line with prior research that reported affective commitment to decrease over time among newcomers (Lance et al., 2000; Vandenberghe et al., 2011).”
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model (2014, background): “…shown that weekly moods substantially relate to work attitudes and behavior, such as job satisfaction, organizational commitment, task performance, creativity, and organizational citizenship behavior (George & Zhou, 2002, 2007; Madjar et al., 2002; Tsai et al., 2007; Vandenberghe et al., 2011).”
Street-level bureaucrats’ turnover intention: does public service motivation matter? (2017, background): “Recent generic management studies have examined how turnover intentions change according to various antecedents, such as job satisfaction and work exhaustion, using longitudinal data (e.g. Chen et al., 2011; Clausen and Borg, 2010; Tak, 2011; Vandenberghe et al., 2011).”