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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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dc.contributor.authorSchmidt, Joseph
dc.contributor.authorWillness, Chelsea
dc.contributor.authorJones, David
dc.contributor.authorBourdage, Joshua
dc.date.accessioned2018-07-23T15:22:08Z
dc.date.available2018-07-23T15:22:08Z
dc.date.issued2016-03-30
dc.descriptionThis 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.en_US
dc.description.abstractWe 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.en_US
dc.description.sponsorshipThis research was funded in part by the Canadian Tourism Human Resource Council and the Social Sciences and Humanities Research Council of Canada (# 430-2014-00383).en_US
dc.identifier.citationSchmidt, 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: 10.1080/09585192.2016.1165275en_US
dc.identifier.doi10.1080/09585192.2016.1165275
dc.identifier.urihttp://hdl.handle.net/10388/9041
dc.language.isoenen_US
dc.publisherThe International Journal of Human Resource Managementen_US
dc.subjectStrategic human resource managementen_US
dc.subjectLabor marketsen_US
dc.subjectsocial exchangeen_US
dc.subjecteconomic exchangeen_US
dc.subjectemployment relationshipsen_US
dc.subjectvoluntary turnoveren_US
dc.subjectemployment statusen_US
dc.titleHuman Resource Management Practices and Voluntary Turnover: A Study of Internal Workforce and External Labor Market Contingenciesen_US
dc.typeArticleen_US

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Human Resources and Organizational Behaviour