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dc.contributor.authorM. Morrell, Kevenen_US
dc.contributor.authorLoan-Clarke, Johnen_US
dc.contributor.authorJ. Wilkinson, Adrianen_US
dc.date.accessioned2017-04-24T12:38:05Z
dc.date.available2017-04-24T12:38:05Z
dc.date.issued2004en_US
dc.identifier.issn00483486en_US
dc.identifier.doi10.1108/00483480410518022en_US
dc.identifier.urihttp://hdl.handle.net/10072/16835
dc.description.abstractUsing insights from the relevant literature and recent empirical data, this paper investigates the relationship between organisational change and employee turnover. It proposes a mechanism for how widespread change translates into individual decisions to quit, and corroborates four relevant hypotheses. The paper also illustrates the importance for managers of understanding avoidability - the extent to which turnover decisions can be prevented - and concludes with a research agenda, encapsulated by a model describing the relationship between organisational change and turnover.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.format.extent124316 bytes
dc.format.extent33788 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherEmerald Group Publishing Limiteden_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofpagefrom161en_US
dc.relation.ispartofpageto173en_US
dc.relation.ispartofissue2en_US
dc.relation.ispartofjournalPersonnel Reviewen_US
dc.relation.ispartofvolume33en_US
dc.subject.fieldofresearchcode350201en_US
dc.titleOrganisational change and Employee Turnoveren_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.rights.copyrightCopyright 2004 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.en_US
gro.date.issued2015-05-13T03:18:18Z
gro.hasfulltextFull Text


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