When coworkers and managers quit: The effects of turnover and shared values on performance

    Authors

    K. M. Watrous; A. H. Huffman;R. D. Pritchard

    Comments

    Authors: contact us about adding a copy of your work at STARS@ucf.edu

    Abbreviated Journal Title

    J. Bus. Psychol.

    Keywords

    turnover; performance; shared values; PERSON-ORGANIZATION FIT; JOB-PERFORMANCE; SINGLE-ITEM; CONSEQUENCES; PERCEPTIONS; VOLUNTARY; OUTCOMES; CULTURE; Business; Psychology, Applied

    Abstract

    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 Title

    Journal of Business and Psychology

    Volume

    21

    Issue/Number

    1

    Publication Date

    1-1-2006

    Document Type

    Article; Proceedings Paper

    Language

    English

    First Page

    103

    Last Page

    126

    WOS Identifier

    WOS:000240478300006

    ISSN

    0889-3268

    Share

    COinS