The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention

By T. Egan, Baiyin Yang, K. Bartlett. 2004

972 citations recorded by the source corpus.

Subfields: Applied Psychology, Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ddead7808c012285a6467194b0f45f4f6de37c3e

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In Applied Psychology

In Communication

In Organizational Behavior and Human Resource Management

Citations in the corpus

The influence of organizational culture on job satisfaction and intention to leave (2010, methodology): “Behavioural intention is one of the best methods of predicting turnover rates among staff (Egan et al., 2004; Maertz & Campion, 1998; Tett & Meyer, 1993) and thus was examined here.”
Measuring the learning organization culture, organizational commitment and job satisfaction in the Lebanese banking sector (2009, background): “Several empirical studies showed strong correlation between learning organization cultures and work-related outcomes such as performance, productivity, turnover intention, job satisfaction and organization commitment (Egan, Yang, and Bartlett 2004 ; Ellinger et al.”
Evaluation of reflective practice in teacher education (2013, background): “As advocated in the literature (Lim and Johnson 2002; Early et al. 2004; Holton 2005), climate, colleague support and motivation when facing change are key factors for the transfer of teacher education and the transfer of reflective practice is facilitated in centres where these factors are most…”
Training transfer: the mediating role of perception of learning (2007, background): “Organisations that promote and encourage continuous learning and development have employees who are more satisfied with their work (Egan et al., 2004).”
The link between organizational learning culture and customer satisfaction: Confirming relationship and exploring moderating effect (2013, background): “Specifically, researches showed that organizations focusing on employee education and viewing the on-going development of their employees as priority increased employee job satisfaction (Rowden and Conine, 2005; Egan et al., 2004, Chang and Lee, 2007).”