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Contribution Details
| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | When colleagues leave: The role of team turnover rate and loss of ties for job embeddedness and turnover intention |
| Organization Unit | |
| Authors |
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| Presentation Type | paper |
| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
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| Event Title | Workshop on Research Advances in Organizational Behavior and Human Resources Management |
| Event Type | workshop |
| Event Location | Paris |
| Event Start Date | May 18 - 2016 |
| Event End Date | May 19 - 2016 |
| Abstract Text | This two-study paper contributes to turnover literature by exploring the mechanism of turnover contagion. First study is conducted in China and using sample of 168 employees nested in 38 teams investigates the effect of team-level turnover rate on individual-level on-the-job embeddedness of stayers. Results indicate that when controlling for relevant Human Resource Management practices as well as demographics, team turnover rate is negatively associated with stayer’s on-the-job embeddedness. The second study is conducted in Switzerland. Using cross sectional sample of 256 employees we explore the role of stayer’s evaluation of the loss of ties resulting from team turnover in terms of its relationship with turnover intention. We find that after controlling for job satisfaction, organizational commitment, employability and demographics, stayer’s perception of the loss of ties due to turnover in the last 12 months relates positively to their turnover intention. Moreover, we find that perceived external prestige buffers the positive relationship between stayer’s evaluation of the loss of ties and stayer’s turnover intention. |
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