J. Burnfield

Organizational Behavior and Human Resource Management · 2007–2009

A researcher in the Science corpus: 2 papers; trusts 9 researchers and is trusted by 13 researchers here, as inferred from the citation graph.

Subfields

Whom J. Burnfield trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

  1. Terence R. Mitchell

Who trusts J. Burnfield overall

  1. Osman M. Karatepe
  2. Thomas W. H. Ng
  3. James Avey

Papers from J. Burnfield's perspective

Ordered by how strongly the researchers J. Burnfield trusts endorse each paper. Same corpus, a different order for every researcher.

  1. Turnover theory at the empirical interface: Problems of fit and function.
  2. Shorter can Also be Better: The Abridged Job in General Scale
  3. The problem of measurement model misspecification in behavioral and organizational research and some recommended solutions. (Journal of Applied Psychology)
  4. WHY PEOPLE STAY: USING JOB EMBEDDEDNESS TO PREDICT VOLUNTARY TURNOVER
  5. Trust in Management and Performance: Who Minds the Shop While the Employees Watch the Boss?
  6. The Effects of Job Embeddedness on Organizational Citizenship, Job Performance, Volitional Absences, and Voluntary Turnover
  7. Shocks as causes of turnover: What they are and how organizations can manage them
  8. Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings.
  9. 5. The unfolding model of voluntary turnover and job embeddedness: Foundations for a comprehensive theory of attachment
  10. Negative affect and job search: Further examination of the reverse causation hypothesis

Their papers