Organizational socialization, career aspirations and turnover intentions among design engineers
By Barbara Bigliardi, A. Petroni, A. Dormio. 2005
223 citations recorded by the source corpus.
Subfields: Experimental and Cognitive Psychology, Mechanical Engineering, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/bfb37a658a352463f58a6867db74ac10d2a46851
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In Experimental and Cognitive Psychology
In Organizational Behavior and Human Resource Management
- Abdul Bashiru Jibril
- Zuhair Abbas
- Xiang Ding
- Anne-Wil Harzing
- Bjoern Sebastian Reiche
- Kanwal Hussain
- Qian Li
- Zhaohan Sheng
Citations in the corpus
- Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation (2020, background): “Human resource management and organizational behavior analysis have demonstrated the potential association between attrition plan and forecasted attrition (Bigliardi et al., 2005; Memon et al., 2014).”
- Why do international assignees stay? An organizational embeddedness perspective (2011, background): “…rational, calculative reasons (Maertz & Campion, 2004), few studies have directly examined the role of career prospects in predicting retention, as opposed to turnover intentions (e.g., Bigliardi et al., 2005; Chay & Aryee, 1999; Stahl et al., 2009; Van der Heijden et al., 2009), as we did here.”
- Linking transformational leadership and work outcomes in temporary organizations: A social identity approach (2017, background): “…has been defined as “a positive, fulfilling work-related state of mind that is characterized by vigor, dedication, and absorption” (Schaufeli et al., 2006) and turnover intention refers to one's perceived likelihood of staying with or leaving the current organization (Bigliardi et al., 2005).”
- Organizational socialization: the missing link between employee needs and organizational culture (2009, background): “Bigliardi et al. (2005) measured autonomy and socialization, but both measures were conglomerates, i.e. autonomy was mixed with nine other measures to form one (“internal career anchor”) scale, and socialization was one measure (that combined four separate dimensions); a statistical approach that…”