Toward a Greater Understanding of How Dissatisfaction Drives Employee Turnover

By P. Hom, A. Kinicki. 2001

699 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c6f683ff40a1d3d0ca10df701d50fc0cc563061e

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

A conceptual model of labour turnover and retention (2004, background): “Some workers quit only to take a lower paying job in another sector, suggesting labour market effects are indirect (Hom and Griffith 1995) and that other variables are at work (Hom and Kinicki 2001).”
Multilevel relationships between organizational-level incivility, justice and intention to stay (2010, background): “In the only other study to investigate group-level incivility, Lim et al. (2008) defined the construct as a measure of ‘‘vicarious exposure’’ of the individual to incivility.”
Psychological and physical well-being during unemployment: a meta-analytic study. (2005, background): “The average unemployment rate was dichotomized at the median, forming low and high groups (cf. Hom & Kinicki, 2001).”
A predictive study of emotional labor and turnover (2009, background): “This finding implies that surface acting may gradually wear down employees, resulting in thoughts of quitting, and ultimately leaving the organization (Hom & Kinicki, 2001).”
Do Social Stressors Impact Everyone Equally? An Examination of the Moderating Impact of Core Self-evaluations (2009, result): “Although this correlation is high, it is to be expected as previous research also has shown a strong correlation between these variables (e.g., Hom and Griffeth 1995; Hom and Kinicki 2001 ).”
Mission Attachment and Satisfaction as Factors in Employee Retention (2003, background): “A multitude of factors explains why employees remain in or leave an organization, but scholars have consistently recognized employees’ expressed intentions to stay as a reliable precursor to actual turnover and as reflective of employee commitment to the organization (Maertz and Campion, 1998; Griff”
High-performance work system and intention to leave: a mediation model (2014, background): “Most research has considered that low job satisfaction is a strong antecedent of desirability of movement of leaving an organisation (e.g. Hom and Kinicki 2001; Mobley, Griffeth, Hand and Meglino 1979; Podsakoff, LePine and LePine 2007; Porter and Steers 1973).”
Qualitative research: validity (2011, background): “If the research is seeking to verify an existing set of defined variables of an established theory (see Hom & Kinicki, 2001 – testing job satisfaction on voluntary turnover) or to test defined variables of an untested theory (see Mitchell, Holtom, Lee, Sablynski & Erez, 2001 – testing the job…”
The role of leader-member exchange in high turnover work environments (2005, result): “Stated differently, the findings presented here support calls for greater attention to non-attitudinal causes of turnover such as employment conditions (Hom and Kinicki, 2001; Lee et al., 1996).”
Job Search and Voluntary Turnover in a Boundaryless world: a Control Theory Perspective (2011, background): “…satisfaction, a prominent indicator of the desirability of movement, has been viewed as a driver of individuals’ inclination to leave an employer in much of the turnover literature (Hom & Kinicki, 2001; Mobley, 1977; Podsakoff, LePine, & LePine, 2007; Porter & Steers, 1973; Price & Mueller, 1981).”