When coworkers and managers quit: The effects of turnover and shared values on performance
Abbreviated Journal Title
J. Bus. Psychol.
turnover; performance; shared values; PERSON-ORGANIZATION FIT; JOB-PERFORMANCE; SINGLE-ITEM; CONSEQUENCES; PERCEPTIONS; VOLUNTARY; OUTCOMES; CULTURE; Business; Psychology, Applied
We examined the relationship between work unit, direct management, and overall management turnover and performance improvement following an intervention in fifty work units in multiple organizations in eight countries. Direct management turnover was negatively related to performance improvement, while work unit and overall management turnover were not. We also investigated shared values as a moderator of the turnover-performance relationship and found that high shared values buffered the negative effect of overall management turnover on performance improvement. The results are noteworthy, as they point to the importance of examining turnover at different organizational levels and identifying moderators of the turnover-performance relationship.
Journal of Business and Psychology
Article; Proceedings Paper
"When coworkers and managers quit: The effects of turnover and shared values on performance" (2006). Faculty Bibliography 2000s. 6700.