The effects of control, trust, and justice on salesperson turnover

By T. Brashear, C. Manolis, Charles M. Brooks. 2005

190 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e0df257bb947f720525649d790dbf12e37ad9b86

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Determinants of employee turnover intention: Understanding the roles of organizational justice, supervisory justice, authoritarian organizational culture and organization-employee relationship quality (2017, background): “, 2005), trust (e.g. Aryee et al., 2002; Brashear et al., 2005), and organizational commitment (Blau and Boal, 1987, 1989; Hom et al.”
Job Embeddedness as a Moderator of the Impact of Organisational Justice on Turnover Intentions: a Study in Iran (2014, result): “distributive justice and turnover intentions is also consonant with the research of Brashear et al. (2005) in the USA.”
The Effects of Perceived Supervisor Support, Perceived Organizational Support, and Organizational Justice on Turnover among Salespeople (2009, background): “Brashear, Manolis, and Brooks (2005) found that both distributive justice and procedural justice were direct predictors of turnover among a sample of business-to-business salespeople.”
Predicting TUrnover Intentions of Hotel Employees: The Influence of Employee Development Human Resource Management Practices and Trust in Organization (2006, background): “Brashear et al. (2005) reported that trust was a key mediating variable between employees’ perception of organizational justice and turnover intentions.”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Trust between subordinate and supervisor enhances perceptions of procedural (Holtz and Harold, 2008) and distributive justice (Brashear et al., 2005), and organisational support (Byrne et al.”
Examining the integrated influence of fairness and quality on learners’ satisfaction and Web‐based learning continuance intention (2007, unknown): “Some studies indicated that procedural fairness was negatively associated with turnover intentions (Brashear et al ., 2005), while other studies found that procedural fairness had a positive effect on repurchase intentions (Clemmer, 1993).”
Work Alienation as a Mediator of the Relationship between Organizational Injustice and Organizational Commitment: Implications for Healthcare Professionals (2010, background): “Brashear, Manolis, and Brooks (2005) also stated that empowerment and control allows employees to be more certain of the relationship between their efforts (inputs) and outcomes such as pay or promotion.”
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…”