The effects of supportive management and job quality on the turnover intentions and health of military personnel

By Kathryne E. Dupré, A. Day. 2007

169 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/cf766193eb47bef909f279f3453b7fba90be64f2

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic (2021, background): “…positive affect on attitudes and actions of employees (for example: task performance, commitment, trust, and job satisfaction) (Sanda and Kuada 2013; Judge and Piccolo 2004; Avolio et al. 2004; Aryee et al. 2012) and negative effects on turnover intention (Gyensare et al. 2016; Dupré and Day 2007).”
Organizational Commitment and Job Satisfaction among Teachers during Times of Burnout (2012, background): “…and must give the employee some degree of satisfaction, because reduced levels of satisfaction may be reflective of counter-productive employee behaviour and a reason for employee absenteeism and turnover intentions in extreme cases (Spector, 1985; Martin and Miller, 1986; Dupre and Day, 2007).”
5 Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future (2008, background): “In a more focused study of the effects of gender composition, Elvira and Cohen (2001) found that the proportion of employees of one’s own sex at various levels of the organization (e.g., at the same job level, at the job level immediately above, at the executive level) is critical in determining the”
The Impact of Job Stress on Employee Job Satisfaction A Study on Telecommunication Sector of Pakistan (2011, background): “Low job satisfaction can be an important indicator of decrease in employee production and can result in behavior such as absenteeism (Martin & Miller, 1986) and turnover intentions (Dupre & Day, 2007).”
Perceived organizational support, organizational commitment and psychological well-being: A longitudinal study (2009, background): “…the organization values their contributions and cares about their well-being” (Eisenberger, Huntington, Hutchison, & Sowa, 1986, p.501), relates positively to various facets of well-being (e.g., Dupre & Day, 2007; Jones, Smith, & Johnston, 2005; Rhoades & Eisenberger, 2002; Stamper & Johlke, 2003).”
How transformational leadership predicts employees’ affective commitment and performance (2018, background): “…attitudes and behaviors, such as job satisfaction, trust, commitment and tasks performance (Aryee et al., 2002; Avolio et al., 2004; Dhawan and Mulla, 2011; Judge and Piccolo, 2004; Sanda and Kuada, 2013) as well as negative impact on turnover intention (Dupré and Day, 2007; Gyensare et al., 2016).”
Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification (2020, background): “In order to fully understand turnover intention, one must turn to employee attitudes (Freund, 2005; Harter, Schmidt, & Hayes, 2002) and leadership behaviors as its antecedents (Dupre & Day, 2007).”