A CATASTROPHE MODEL OF EMPLOYEE WITHDRAWAL LEADING TO LOW JOB PERFORMANCE, HIGH ABSENTEEISM, AND JOB TURNOVER DURING THE FIRST YEAR OF EMPLOYMENT.

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Job Satisfaction and Organizational Behavior Employee Performance and Management Workplace Health and Well-being

Abstract

A catastrophe model of employee withdrawal indicates that declining job performance, absenteeism, and turnover are discontinuous behavioral outcomes of the same withdrawal phenomenon arising from varying levels of job tension and group cohesion. The advantages of using catastrophe models to describe the temporal changes in employee withdrawal over a relatively short time period are discussed.

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References

1965Organizational Stress: Studies in Role Conflict and Ambiguity.1982A Unified Model of Turnover from Organizations 1959Job Attitudes: Review of Research and Opinion.1982A multivariate analysis of the determinants of job turnover.1982Predicting turnover intentions and turnover behavior: A multivariate analysis 1983Cusp Catastrophe Model of Employee Turnover

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1990The Impact of Flexible Scheduling on Employee Attendance and Turnover 1989Defining Group Cohesiveness 1989Group Cohesiveness and Productivity: A Closer Look 2001Unweaving leaving: the use of models in the management of employee turnover 1994Another Look at The Relationship Between Performance and Voluntary Turnover 2002Assessing the Costs of Behavioral and Psychological Withdrawal: A New Model and an Empirical Illustration 1993A test of reciprocal causality for absenteeism 1999Toxic Mentors or Toxic Proteges? A Critical Re-Examination of Dysfunctional Mentoring

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