Shocks as causes of turnover: What they are and how organizations can manage them

By Brooks Holtom, Terence R. Mitchell, T. W. Lee, E. Inderrieden. 2005

365 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bd2f269e984999479a969c0ec35d732d81baf559

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Citations in the corpus

Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover. (2007, background): “, 42%; Holtom et al., 2005) underscores the need for examining how job embeddedness can be integrated into traditional models. Job embeddedness may be viewed as a unique contextual factor that independently relates to turnover, beyond other core aspects of traditional models. This notion has receive”
#Trending topics in careers: a review and future research agenda (2017, background): “Indeed, some recent studies have called for more research on major chance events that impact individuals’ careers (e.g. Bright et al., 2005; Holtom et al., 2005), and a few empirical studies have followed suit (e.g. Hirschi and Valero, 2017; Seibert et al., 2013).”
Tales of the unexpected: Integrating career shocks in the contemporary careers literature (2018, neutral): “As a second attribute of career shocks, Holtom et al. (2005) refer to the foreseeability – ranging from expected to unexpected – of career shocks.”
Understanding voluntary turnover: Path-specific job satisfaction effects and the importance of unsolicited job offers. (2008, background): “The great majority of these offers appear to have been unexpected, given the definition of a shock as a “jarring event” (Holtom et al., 2005: 343) and given that a deeper analysis of a subsample of 169 path 3 shocks showed that 153 (81”
Keeping Your Headcount When All About You Are Losing Theirs: Downsizing, Voluntary Turnover Rates, and The Moderating Role of HR Practices (2008, background): “…of turnover: a shock such as downsizing will often result in employee scrutiny of the current job situation, which is then followed by job search, evaluation of alternative offers, and, depending on the evaluation results, potential quitting behavior (Holtom et al., 2005; Mitchell et al., 2001a).”
Do they stay or do they go (2011, background): “According to the unfolding model of employee turnover, a “shock” is more often the immediate cause of turnover as compared to job dissatisfaction ( Holtom et al. , 2005”
Mediation of job embeddedness and satisfaction in the relationship between task characteristics and turnover: A multilevel study in Portuguese hotels (2017, background): “Prior research has demonstrated that turnover intentions actually predict real turnover to a great extent (Holtom et al., 2005).”
Workplace bullying as an antecedent to job insecurity and intention to leave: a 6‐month prospective study (2014, background): “The hypothesised association between workplace bullying and intention to leave is supported by theoretical explanations of turnover, such as the unfolding model of turnover (Lee et al., 1999; Holtom 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): “A recently published study reported that precipitating events, or shocks, more often are the immediate cause of turnover than job dissatisfaction (Holtom, Mitchell, Lee & Inderrieden, 2005 ).”