A note on the structure of employee withdrawal
dc.contributor.author | Beehr, Terry A. | en_US |
dc.contributor.author | Gupta, Nina | en_US |
dc.date.accessioned | 2006-04-07T17:03:15Z | |
dc.date.available | 2006-04-07T17:03:15Z | |
dc.date.issued | 1978-02 | en_US |
dc.identifier.citation | Beehr, Terry A., Gupta, Nina (1978/02)."A note on the structure of employee withdrawal." Organizational Behavior and Human Performance 21(1): 73-79. <http://hdl.handle.net/2027.42/22662> | en_US |
dc.identifier.uri | http://www.sciencedirect.com/science/article/B7J20-4D5WNP1-K3/2/4f613bf7ada942ce59d0fb71cadb9157 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/22662 | |
dc.identifier.uri | http://www.ncbi.nlm.nih.gov/sites/entrez?cmd=retrieve&db=pubmed&list_uids=10306433&dopt=citation | en_US |
dc.description.abstract | Disenchanted employees may choose to withdraw from the organization in at least four ways, viz., psychological withdrawal, lateness, absenteeism, and turnover. There are reasons for assuming that these different forms of withdrawal may be interrelated either negatively or positively. This study attempts to determine the direction and strength of the relationships among the various forms of withdrawal. The sample consisted of 651 employees from all levels of five midwestern work organizations. Three methods of data collection were used: structured interviews, a search through the companies' personnel records, and supervisors' ratings. It was concluded that the four forms of withdrawal are related with one another positively and with low to moderate strength. Implications of these findings are discussed and suggestions for future research are offered. | en_US |
dc.format.extent | 424200 bytes | |
dc.format.extent | 3118 bytes | |
dc.format.mimetype | application/pdf | |
dc.format.mimetype | text/plain | |
dc.language.iso | en_US | |
dc.publisher | Elsevier | en_US |
dc.title | A note on the structure of employee withdrawal | en_US |
dc.type | Article | en_US |
dc.rights.robots | IndexNoFollow | en_US |
dc.subject.hlbsecondlevel | Psychology | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | Illinois State University, USA; The University of Michigan, USA | en_US |
dc.contributor.affiliationum | Illinois State University, USA; The University of Michigan, USA | en_US |
dc.identifier.pmid | 10306433 | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/22662/1/0000215.pdf | en_US |
dc.identifier.doi | http://dx.doi.org/10.1016/0030-5073(78)90040-5 | en_US |
dc.identifier.source | Organizational Behavior and Human Performance | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
Files in this item
Remediation of Harmful Language
The University of Michigan Library aims to describe library materials in a way that respects the people and communities who create, use, and are represented in our collections. Report harmful or offensive language in catalog records, finding aids, or elsewhere in our collections anonymously through our metadata feedback form. More information at Remediation of Harmful Language.
Accessibility
If you are unable to use this file in its current format, please select the Contact Us link and we can modify it to make it more accessible to you.