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Job performance and turnover : a review and integrative multi-route model

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Allen, David G. and Griffeth, Rodger W. (1999) Job performance and turnover : a review and integrative multi-route model. Human Resource Management Review, Volume 9 (Number 4). pp. 525-548. doi:10.1016/S1053-4822(99)00032-7

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Official URL: http://dx.doi.org/10.1016/S1053-4822(99)00032-7

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Abstract

Research and theory on the elusive yet important relationship between individual job performance and employee turnover is reviewed. An integrative model of the relationship is proposed which argues that performance may lead to turnover through three different routes. One, performance may influence turnover through cognitive and affective evaluations of the desire to leave the organization. Two, performance may influence turnover through actual and perceived mobility in the job market. Three, performance may lead more directly to turnover in response to performance-related shocks to the system. Additionally, important moderators of these relationships, notably visibility and reward contingency, are highlighted.

Item Type: Journal Article
Divisions: Faculty of Social Sciences > Warwick Business School
Journal or Publication Title: Human Resource Management Review
Publisher: Pergamon
ISSN: 1053-4822
Official Date: 1999
Dates:
DateEvent
1999Published
Volume: Volume 9
Number: Number 4
Page Range: pp. 525-548
DOI: 10.1016/S1053-4822(99)00032-7
Status: Peer Reviewed
Publication Status: Published
Access rights to Published version: Restricted or Subscription Access

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