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- D G Allen and R W Griffeth.
- Fogelman College of Business and Economics, University of Memphis, Tennessee 38152, USA. dallen@memphis.edu
- J Appl Psychol. 2001 Oct 1; 86 (5): 1014-21.
AbstractDespite the importance of understanding the conditions under which high performing employees are more likely or less likely to voluntarily leave an organization, the nature of the relationship between job performance and voluntary turnover has proven to be elusive. A model of the performance-turnover relationship that highlights important moderators and mediators is proposed and tested. Data consisted of organizational performance and turnover records and survey responses for 130 employees of a medical services organization. Results indicate that visibility and reward contingencies moderate performance relationships with alternatives and job satisfaction, respectively, and that performance may influence turnover through multiple mechanisms.
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