EMPLOYEE-ORGANIZATION EXCHANGE RELATIONSHIPS, HRM PRACTICES, AND QUIT RATES OF GOOD AND POOR PERFORMERS

Jason D. Shaw, Brian R. Dineen, Ruolian Fang, Robert F. Vellella

Research output: Contribution to journalArticlepeer-review

188 Citations (Scopus)

Abstract

We developed and tested an exchange-theory-based extension of the relationship between human resource management (HRM) practices and quit rates in a two-wave trucking industry study and attempted a constructive replication in a two-wave study of supermarkets. We found that HRM inducements and investments relate negatively to good- and poor-performer quit rates, whereas expectation-enhancing practices relate negatively to good-performer quit rates and positively to poor-performer quit rates. We find support for the predictions that expectation-enhancing practices attenuate the negative relationship between inducements and investments and good-performer quit rates (Study 1) and exacerbate the negative relationship with poor-performer quit rates (Study 2).

Original languageEnglish
Pages (from-to)1016-1033
Number of pages18
JournalAcademy of Management Journal
Volume52
Issue number5
DOIs
Publication statusPublished - Oct 2009
Externally publishedYes

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