Do good or poor performers leave? A meta-analysis of the relationship between performance and turnover

Article Abstract:

A meta-analysis designed to estimate the direction and magnitude of the correlation between turnover and employee performance was conducted. The sample size-weighted mean correlation across 24 studies involving 7,717 individuals was found to be minus 0.28, suggesting that turnover is lower among good performers. Considerable unexplained variance in correlation coefficients across studies remained after correction for sampling error and attenuation. We found some support for three potential moderators: type of turnover, time span of measurement, and level of unemployment. Further, subgroup analyses suggested that a potential confound in meta-analyses - the degree of departure from a 50-50 split on a dichotomous dependent variable - may have important effects in some situations. (Reprinted by performance of the publisher.)

Performance

---

Voluntarily leaving an organization: an empirical investigation of Steers and Mowday's model of turnover

Article Abstract:

This study tested propositions derived from Steers and Mowday's (1981) model. A group of 445 employees of a financial institution responded to a mailed survey. Through access to their personnel records, we obtained data on their job performance and their subsequently staying with or leaving the organization. Results indicated that met expectations, job values, job attitudes, intention to leave the organization, and actual leaving were related to many, though not all, theorized antecedent variables. (Reprinted by permission of the publisher.)

Management research

---

Evidence-based management and the marketplace for ideas

Article Abstract:

A study examines the relevance of material to actual usage in human resource management. Results reveal that it is important to design modules with execution in mind by seeking advice from professionals in relevant organizations.

Business Personnel Management, Evaluation, Study and teaching, Corporate culture, Report

Similar abstracts:

• Abstracts: A meta-analysis of the effects of organizational behavior modification on task performance, 1975-95. Organizational commitment: a comparison of American, Japanese, and Korean employees
• Abstracts: Method versus substance: how strong are underlying relationships between job characteristics and attitudinal outcomes?
• Abstracts: Connecting diversification to performance: a sociocognitive approach. The systems paradigm in organization theory: correcting the record and suggesting the future
• Abstracts: Some guidelines and guarantees for common random numbers. Optimal server allocation in a system of multi-server stations
• Abstracts: Improving new venture performance: some guidelines for success. The transition to professional management: mission impossible

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.