Human Resource Development Practices and Employee Engagement: Examining the Connection With Employee Turnover Intentions

By B. Shuck, Devon Twyford, Thomas G. Reio Jr., A. L. Shuck. 2014

286 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f6b0eea857f6f2ea096c14b66d07f8f47fbad344

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. B. Shuck
2. Kim F. Nimon
3. Drea Zigarmi
4. Kobena Osam
5. Subhash C. Kundu
6. Neha Gahlawat

In Organizational Behavior and Human Resource Management

1. B. Shuck
2. Kim F. Nimon
3. Drea Zigarmi
4. Kobena Osam
5. Subhash C. Kundu
6. Neha Gahlawat
7. Taesung Brian Kim
8. Thomas G. Reio Jr.

In Sociology and Political Science

1. B. Shuck
2. Subhash C. Kundu
3. Kim F. Nimon
4. Neha Gahlawat
5. Drea Zigarmi

Citations in the corpus

• Socially responsible HR practices and employees’ intention to quit: the mediating role of job satisfaction (2015, background): “Through a study of health-care industry, Shuck et al. (2014) have revealed that participation in HRD practices enhances the cognitive, emotional, and behavioural engagement of employees, which is partially responsible for reduced turnover intent.”
• Definitional and Conceptual Muddling: Identifying the Positionality of Employee Engagement and Defining the Construct (2017, methodology): “For example, it would not be appropriate to use Schaufeli’s definition, the framework from Shuck et al. (2014), and the JES from Rich et al. (2010).”