ANTECEDENTS OF INVOLUNTARY TURNOVER DUE TO A REDUCTION IN FORCE

ANTECEDENTS OF INVOLUNTARY TURNOVER DUE TO A REDUCTION IN FORCE This study examined antecedents to involuntary turnover due to a reduction in force. The authors used structural equation modeling and logit regression analysis with a sample of 194 salespeople to test an exploratory process model of involuntary turnover. Results showed that general mental ability and conscientiousness were indirectly correlated with involuntary turnover through job performance, whereas the relationship of tenure, gender, job involvement, sales volume, and supervisory ratings of job performance to turnover was direct. The results demonstrate that involuntary turnover decisions are significantly related to performance; however, other variables also influenced these decisions. Implications and future research needs are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Psychology Wiley

ANTECEDENTS OF INVOLUNTARY TURNOVER DUE TO A REDUCTION IN FORCE

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Publisher
Wiley
Copyright
Copyright © 1994 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0031-5826
eISSN
1744-6570
DOI
10.1111/j.1744-6570.1994.tb01735.x
Publisher site
See Article on Publisher Site

Abstract

This study examined antecedents to involuntary turnover due to a reduction in force. The authors used structural equation modeling and logit regression analysis with a sample of 194 salespeople to test an exploratory process model of involuntary turnover. Results showed that general mental ability and conscientiousness were indirectly correlated with involuntary turnover through job performance, whereas the relationship of tenure, gender, job involvement, sales volume, and supervisory ratings of job performance to turnover was direct. The results demonstrate that involuntary turnover decisions are significantly related to performance; however, other variables also influenced these decisions. Implications and future research needs are discussed.

Journal

Personnel PsychologyWiley

Published: Sep 1, 1994

References

  • The Big Five personality dimensions and job performance: A meta‐analysis
    Barrick, Barrick; Mount, Mount
  • Personality structure: Emergence of the five‐factor model
    Digman, Digman
  • Identifying determinants of retention decisions
    Rocco, Rocco; Pugh, Pugh; Gunderson, Gunderson
  • Job survival of new employees
    Wanous, Wanous; Stumpf, Stumpf; Bedrosian, Bedrosian

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