A Relational Perspective on Turnover: Examining Structural, Attitudinal, and Behavioral Predictors

By K. Mossholder, Randall P. Settoon, Stephanie C. Henagan. 2005

549 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b9fcefdf6d97474e5a433bf2709a3ed63bcd3a86

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. David G. Allen
2. Terence R. Mitchell
3. T. W. Lee
4. Michael J. Tews
5. John W. Michel
6. M. Eberly
7. Brooks Holtom
8. David A. Harrison

In Social Psychology

1. Timothy D. Golden
2. Eric Molleman
3. O. Richard
4. Jenna R. Pieper
5. Hyuntak Roh
6. David R. Hekman
7. Daniel A. Newman
8. Philip L. Roth

Citations in the corpus

• The impact of abusive supervision and co-worker support on hospitality and tourism student employees’ turnover intentions in Ecuador (2018, result): “The reason for these mixed results may have been that Mossholder et al. (2005) measured both co-workers’ emotional and instrumental support as a single construct, whereas Fisher (1985) only measured co-worker emotional support, not co-worker instrumental support.”
• Turnover intentions: Do leadership behaviors and satisfaction with the leader matter? (2011, background): “If an employee has a high quality relationship and is satisfied with his or her leader, leaving the organization would entail psychological loss, making withdrawal costly ( Mossholder et al. , 2005”
• To leave or not to leave: When receiving interpersonal citizenship behavior influences an employee’s turnover intention (2013, background): “The significant indirect effect of receiving ICB on turnover intention and its direct effect on job satisfaction indicate that ICB is not only beneficial for the performer (Mossholder et al., 2005) but also for the recipient.”
• Exploring the Role of Social Networks in Affective Organizational Commitment: Network Centrality, Strength of Ties, and Structural Holes (2011, background): “We suggest that future studies consider expressive ties such as friendship or advice relations (e.g., Mehra et al., 2006; Mossholder et al., 2005) and engagement in internal (e.”
• The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees (2017, unknown): “Hence, if employees have a high-quality relationship with their leaders and are satisfied with them, leaving the organisation would entail psychological loss, making withdrawal costly for both employees and employers (Mossholder et al. 2005).”
• 5 Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future (2008, background): “Mossholder et al. (2005) also built on the logic advanced in the job embeddedness concept to examine the effect of relationships on turnover.”
• A social network perspective on turnover intentions: The role of distributive justice and social support (2013, background): “We recognize that these findings are somewhat contradictory of the findings of Mossholder et al. (2005), but this is likely due to a key difference be- tween that work and the present inquiry.”