Integrating turnover reasons and shocks with turnover decision processes.

Autor/inn/en	Maertz, Carl P.; Kmitta, Kayla R.
Titel	Integrating turnover reasons and shocks with turnover decision processes. Gefälligkeitsübersetzung: Einbeziehung der Gründe und Auslöser für Arbeitsplatzwechsel in den Entscheidungsprozess.
Quelle	In: Journal of vocational behavior, 81 (2012) 1, S. 26-38Infoseite zur Zeitschrift PDF als Volltext Link als defekt meldenVerfügbarkeit
Sprache	englisch
Dokumenttyp	online; gedruckt; Zeitschriftenaufsatz
ISSN	0001-8791; 1095-9084
DOI	10.1016/j.jvb.2012.04.002
Schlagwörter	Entscheidung; Entscheidungstheorie; Persönlichkeitsmerkmal; Familie; Arbeitsbedingungen; Entscheidung; Familie; Streik; USA; Berufliche Mobilität; Entscheidungstheorie; Arbeitsplatzwechsel; Entscheidungskriterium; Lohnhöhe; Fluktuation; Arbeitsbedingungen; Lohnhöhe; Streik; Zwischenbetriebliche Mobilität; Arbeitsplatzwechsel; Berufliche Mobilität; Entscheidungskriterium; Fluktuation; USA
Abstract	We interviewed and classified 186 quitters from many jobs and organizations via a theoretically based protocol into five decision process types. We then tested exploratory hypotheses comparing users of these types on their propensity to report certain turnover reasons and turnover shocks. 'Impulsive-type quitters,' with neither a job offer in hand nor turnover plan when they quit, reported poor management, work stress, and family demands as frequent turnover reasons, with manager conflicts and family events as frequent shocks. 'Comparison quitters,' who had a job offer in hand and no plan, reported pay and advancement opportunities as top reasons with information about an alternative job being the most frequent shock. 'Preplanned quitters,' who had a definite plan to quit well in advance, reported relocation and life/career changes as frequent reasons, with increasing family demand, relocation, and school starting as frequent shocks. 'Satisficing quitters,' who made a plan conditional on getting an acceptable job offer, reported pay, poor management, work responsibilities, and work schedules as frequent reasons. Implications of these and other findings are discussed. (Author's abstract, IAB-Doku).
Erfasst von	Institut für Arbeitsmarkt- und Berufsforschung, Nürnberg
Update	2013/1