The Effects of Perceived Supervisor Support, Perceived Organizational Support, and Organizational Justice on Turnover among Salespeople

By James Deconinck, Julie T. Johnson. 2009

308 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/cc62f7564baadccadb98ee0f62ffb794d953ff66

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In Leadership and Management

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Why Do Salespeople Quit? An Empirical Examination of Own and Peer Effects on Salesperson Turnover Behavior (2017, background): “Major costs of replacement include costs of recruitment and “new hire” training as well as the time required for the new salespeople to establish themselves in their territories and generate acceptable revenue streams (DeConinck and Johnson 2009).”
The Effects of Leader–Member Exchange and Organizational Identification on Performance and Turnover Among Salespeople (2011, methodology): “Results from recent research involving salespeople have reported similar results (DeConinck and Johnson 2009; Jaramillo et al. 2009; Mulki et al. 2008).”
Effectiveness of talent management strategies (2011, result): “According to previous studies, this appreciation and recognition leads to higher commitment (Beechler and Woodward, 2009; DeConinck and Johnson, 2009) and job satisfaction (Herzberg et al.”
The Relationship between Perceived Supervisor Support, Perceived Organizational Support, Organizational Commitment and Employee Turnover Intention (2015, methodology): “The theoretical framework is partly a replication from the past study conducted by Maertz Jr et al., (2007), Stinglhamber & Vandenberghe (2003), Deconinck & Johnson (2009), Eisenberger et al., (1997) and Nasrin Arshadi (2011).”
Organizational justice perceptions and pay level satisfaction (2011, methodology): ““Candid” communication and “thorough” explanation of purposes were part of Colquitt’s (2001) measure for informational justice and used by DeConinck and Johnson (2009) to measure informational justice.”
The moderating role of perceived organizational support on the relationship between emotional labor and job-related outcomes (2015, background): “POS is derived from social exchange theory and the norm of reciprocity (DeConinck and Johnson, 2009).”
The Impact of Supervisory Support on Organizational Commitment, Career Satisfaction, and Turnover Intention for Hospitality Frontline Employees (2015, methodology): “TURNOVER INTENTION The turnover intention construct in this study was measured using four items based on the study of DeConinck & Johnson (2009).”
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement (2019, background): “Brashear, Manolis, and Brooks (2005) and DeConinck and Johnson (2009) also noted that justice is a particularly relevant concept in retaining a sales force, as perceptions of unfairness can hurt a sales force’s performance by affecting their sense of empowerment/control and relationship quality…”
Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? (2015, background): “Research has indicated that the supervisors have an important role in developing employees’ perceptions of the organization (DeConinck & Johnson, 2009).”
All you need is … resources: The effects of justice and support on burnout and turnover (2013, result): “This contrasts with what was found by DeConinck and Johnson (2009), but is consistent with recent advances in attribution theory (Eberly et al.”