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      • Human Resources and Organizational Behaviour
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      • HARVEST
      • Edwards School of Business
      • Human Resources and Organizational Behaviour
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      Human Resource Management Practices and Voluntary Turnover: A Study of Internal Workforce and External Labor Market Contingencies

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      Date
      2016-03-30
      Author
      Schmidt, Joseph
      Willness, Chelsea
      Jones, David
      Bourdage, Joshua
      Publisher
      The International Journal of Human Resource Management
      Type
      Article
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      Abstract
      We tested relationships between employee quit rates and two bundles of human resource (HR) practices that reflect the different interests of the two parties involved in the employment relationship. To understand the boundary conditions for these effects, we examined an external contingency proposed to influence the exchange-based effects of HR practices on subsequent quit rates—the local industry-specific unemployment rate—and an internal contingency proposed to shape employees’ conceptualization of their exchange relationship—their employment status (i.e., full-time, part-time, and temporary employment). Analyses of lagged data from over 200 Canadian establishments show that inducement HR practices (e.g., extensive benefits) and performance expectation HR practices (e.g., performance-based bonuses) had different effects on quit rates, and the former effect was moderated by unemployment rate. The effects of HR practices on quit rates did not differ between FT and PT employees, but a different pattern of main and interactive effects was found among temporary workers. These findings suggest that employees’ exchange-based decisions to leave may be less affected by the number of hours they expect to work each week, and more by the number of weeks they expect to work.
      Citation
      Schmidt, J.A., Willness, C.R., Jones, D.A., & Bourdage, J.S. (2018). Human resource management practices and voluntary turnover: a study of internal workforce and external labor market contingencies. The International Journal of Human Resource Management, 29:3, 571-594, DOI: 10.1080/09585192.2016.1165275
      URI
      http://hdl.handle.net/10388/9041
      DOI
      10.1080/09585192.2016.1165275
      Subject
      Strategic human resource management
      Labor markets
      social exchange
      economic exchange
      employment relationships
      voluntary turnover
      employment status
      Description
      This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on March 30, 2016 (advance online publication), available online: https://doi.org/10.1080/09585192.2016.1165275.
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      • Human Resources and Organizational Behaviour
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