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Employee perceptions & voluntary turnover : = A case study.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Employee perceptions & voluntary turnover :/
其他題名:	A case study.
作者:	Silverberg, Shane M.
面頁冊數:	1 online resource (375 pages)
附註:	Source: Dissertation Abstracts International, Volume: 69-12, Section: A, page: 4892.
Contained By:	Dissertation Abstracts International69-12A.
標題:	Organizational behavior. -
電子資源:	click for full text (PQDT)
ISBN:	9780494443705

Employee perceptions & voluntary turnover : = A case study.
Silverberg, Shane M.

Employee perceptions & voluntary turnover :A case study. - 1 online resource (375 pages)

Source: Dissertation Abstracts International, Volume: 69-12, Section: A, page: 4892.

Thesis (Ph.D.)--University of Calgary (Canada), 2008.

Includes bibliographical references

The purpose of this study is to examine how employees' perceptions influence turnover decisions, during a period when critical intra-organizational conditions (i.e., corporate uncertainty and restructuring) and external economic conditions (i.e., commodity boom) are present. Exploration, in the present investigation, attempts to achieve a comprehensive understanding of turnover by observing and identifying how distinct perceptions combine to influence this construct. The evidence found in this particular case study will be compared with the relevant turnover literature from three theoretical bodies of knowledge to determine how effective these existing literatures are at explaining turnover decisions.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780494443705Subjects--Topical Terms:

557544
Organizational behavior.
Index Terms--Genre/Form:

554714
Electronic books.

Employee perceptions & voluntary turnover : = A case study.
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100 1 $a Silverberg, Shane M. $3 1189613
245 1 0 $a Employee perceptions & voluntary turnover : $b A case study.
264 0 $c 2008
300 $a 1 online resource (375 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 69-12, Section: A, page: 4892.
502 $a Thesis (Ph.D.)--University of Calgary (Canada), 2008.
504 $a Includes bibliographical references
520 $a The purpose of this study is to examine how employees' perceptions influence turnover decisions, during a period when critical intra-organizational conditions (i.e., corporate uncertainty and restructuring) and external economic conditions (i.e., commodity boom) are present. Exploration, in the present investigation, attempts to achieve a comprehensive understanding of turnover by observing and identifying how distinct perceptions combine to influence this construct. The evidence found in this particular case study will be compared with the relevant turnover literature from three theoretical bodies of knowledge to determine how effective these existing literatures are at explaining turnover decisions.
520 $a The exploratory work conducted in this study offers a unique opportunity to examine first-hand how perceptions of workplace justice, the state of the organization, external opportunities, as well as elements of job satisfaction all combine to influence employees' turnover decisions.
520 $a The study is founded upon exit interviews of employees leaving a Canadian resource company, dubbed here as "ResourceCo". All departing ResourceCo employees were leaving of their own volition following a prolonged period of corporate uncertainty and organizational change. This exodus took place during an especially positive period of economic expansion for the resource sector. Through the exit interview process, departing employees were provided with a forum to comment on a wide variety of aspects of their work experience. Prior to data collection, the researcher achieved insider status within the study's setting. The researcher had an intimate knowledge of the company, its history, its departments, and its employees.
520 $a The data suggests that employees' perceptions around autonomy, voice, and decision-making were especially significant to the turnover determinations. Other perceptions that appeared to influence turnover included thoughts on: the time it took the ResourceCo to fill vacant positions following attrition (and the resultant impact on workload); mentorship; retention efforts; compensation; external career opportunities; and interactional justice (e.g., fair treatment, recognition, etc.).
520 $a Some implications of the study's findings around such issues as turnover avoidance measures, turnover anticipation, retention and recruitment, mentorship, and demographics and turnover are briefly considered for improved corporate policy, heightened employee understanding, and future research endeavours.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Organizational behavior. $3 557544
650 4 $a Management. $3 558618
655 7 $a Electronic books. $2 local $3 554714
690 $a 0703
690 $a 0454
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a University of Calgary (Canada). $3 845699
773 0 $t Dissertation Abstracts International $g 69-12A.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=NR44370 $z click for full text (PQDT)