EMPLOYEE VOICE AND EMPLOYEE RETENTION.

Daniel G. Spencer

268 citations0/0 files storedAcademy of Management Journal

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Labor Movements and Unions Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

This study investigates the relationship between the extent to which employees have opportunities to voice dissatisfaction and voluntary turnover in 111 short-term, general care hospitals. Results show that, whether or not a union is present, high numbers of mechanisms for employee voice are associated with high retention rates. Implications for theory and research as well as management practice are discussed.

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References

1984Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover.1970Exit, Voice, and Loyalty 1977Intermediate linkages in the relationship between job satisfaction and employee turnover.1984What do unions do 1979Review and conceptual analysis of the employee turnover process.1985Employee-Organization Linakges: The Psychology of Commitment, Absenteeism and Turnover 1978The Study of Turnover.

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2012Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership 1990Voice, Exit, and Negative Word-of-Mouth Behaviors: An Investigation Across Three Service Categories 1983Procedural Justice, Participation, and the Fair Process Effect in Groups and Organizations 2005Antecedents and consequences of organisational silence: an empirical investigation 2010Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications 2011THE IMPACT OF MOTIVATION, EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT

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