The impact of energizing interactions on voluntary and involuntary turnover
Parker, A; Gerbasi, A
Date: 1 May 2016
Article
Journal
M@n@gement
Publisher
AIMS
Publisher DOI
Abstract
In this paper we build from the theory of energetic activation to
highlight the role energizing interactions play in relation to performance and
turnover. We theorize that the association between energizing interactions
within organizations and turnover is mediated by individual performance.
We test our hypotheses using longitudinal ...
In this paper we build from the theory of energetic activation to
highlight the role energizing interactions play in relation to performance and
turnover. We theorize that the association between energizing interactions
within organizations and turnover is mediated by individual performance.
We test our hypotheses using longitudinal network data collected annually
within the IT department of a global engineering consulting firm over a fouryear
period. Our study shows that when an individual perceives their
interactions with others inside the organization as increasing their level of
energetic activation, they have a reduced likelihood of voluntary turnover,
but that this relationship is mediated by individual performance. Perceiving
interactions as increasing energetic activation results in higher
performance, which in turn actually increases voluntary turnover. In
contrast, when others perceive interactions with the focal actor as
increasing their level of energetic activation it reduces the focal actor’s risk
of involuntary turnover. This relationship is also mediated by performance.
When others within the organization perceive interactions with the focal
actor as increasing their level of energetic activation, it results in the focal
actor having higher performance, which in turn reduces the focal actor’s
involuntary turnover. In conclusion, we note that our findings are specific to
knowledge workers with IT skills and may not be generalizable to all
employees. We also suggest implications for managers and potential areas
for future research.
Management
Faculty of Environment, Science and Economy
Item views 0
Full item downloads 0