Organizational Commitment And Turnover Intentions Of Marketing Managers

By James Deconinck, Duane Bachmann. 2011

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The Impact of Supervisory Support on Organizational Commitment, Career Satisfaction, and Turnover Intention for Hospitality Frontline Employees (2015, background): “Organizational Commitment and Turnover Intention Employees with a low level of commitment to their organization are more likely to exhibit negative work outcomes such as job-search behavior, turnover intention, and actual turnover (DeConinck & Bachmann, 1994).”
Turnover intention: the effects of core self-evaluations, proactive personality, perceived organizational support, developmental feedback, and job complexity (2015, background): “…(e.g. Tett and Meyer 1993; Egan, Yang, and Bartlett 2004; Valentine et al. 2011), organizational commitment (Cole and Bruch 2006; Joo 2010; DeConinck and Bachmann 2011), employee engagement (Bothma and Roodt 2012), and job performance (Salamin and Hom 2005; Yi, Nataraajan, and Gong 2011).”
Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “Significant research has demonstrated a positive relationship between job satisfaction and organisational commitment (Agho et al., 1992; Clark and Larkin, 1992; Deconinck and Bachman, 1994; Fletcher and Williams, 1996; Igbaria and Guimaraes, 1993; Liou, 1995, Meyer et al., 1989; Ward and Davis, 1995”