THE IMPACT OF MOTIVATION, EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT

By Timothy M. Gardner, Patrick M. Wright, L. Moynihan. 2011

407 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/97baea2c2cd0d1fdd8ef1488332e42510b22a2da

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In Organizational Behavior and Human Resource Management

In Safety Research

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Citations in the corpus

Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, background): “…evidence that different dimensions of HR practices impact employee outcomes (including health outcomes) in disparate ways (i.e. Conway et al., 2015; Gardner et al., 2011; Jiang et al., 2012; Topcic et al., 2015), we also examine the extent to which sub-dimensions of HIWS practices play different…”
The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “2005), in particular to test empirically the impact of HRM practices on organizational performances, such as profit and voluntary turnover (e.g. Subramony 2009; Gardner et al. 2011; Jiang et al. 2012b).”
A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management (2017, background): “In addition, several researchers have used this conceptualization (Batt 2002, Gardner et al. 2011, Kehoe & Wright 2013, Liao et al. 2009).”
The relationship between high performance work systems and employee proactive behaviour: role breadth self-efficacy and flexible role orientation as mediating mechanisms (2017, methodology): “Finally, a widespread perspective to analyse the complex relationship between HPWS and proactive behaviour is the Ability, Motivation and Opportunity to participate (AMO) model (Bailey et al., 2001; Subramony, 2009; Gardner et al., 2011).”
High‐performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality (2018, background): “Gerbasi et al. (2015) argued that thriving can be perceived as a personal resource.”
Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, background): “discretionary effort towards promoting organizational goals (Gardner et al., 2011).”
HR practices and employee performance: the mediating role of well-being (2018, methodology): “To measure the perceived use of HR practices, 18 HR practice items were selected based on the earlier empirical work of Gardner et al. (2011) (see detailed items and associated responses Gardner et al., 2011, p. 331).”
Delighting the Customer: Creativity-Oriented High-Performance Work Systems, Frontline Employee Creative Performance, and Customer Satisfaction (2019, methodology): “Although prior research (Gardner et al., 2011) invoked SDT to account for the influence of the three HPWS components on aggregate turnover, it did not examine the role of need satisfaction in these relationships.”