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Inducing Employees to Leave: A Comparison of Four Severance Options
dc.contributor.authorStrandholm, Karenen_US
dc.contributor.authorSchatzel, Kimen_US
dc.contributor.authorCallahan, Thomasen_US
dc.date.accessioned2013-04-08T20:49:41Z
dc.date.available2014-05-01T14:28:23Zen_US
dc.date.issued2013-03en_US
dc.identifier.citationStrandholm, Karen; Schatzel, Kim; Callahan, Thomas (2013). "Inducing Employees to Leave: A Comparison of Four Severance Options." Human Resource Management 52(2): 243-262. <http://hdl.handle.net/2027.42/97191>en_US
dc.identifier.issn0090-4848en_US
dc.identifier.issn1099-050Xen_US
dc.identifier.urihttps://hdl.handle.net/2027.42/97191
dc.description.abstractThis study examines the demographic, economic, and psychographic characteristics of 324 blue‐collar workers who were offered four options for either retirement or severance from the organization. Consistent with previous research, individuals who accepted retirement options have more organizational tenure and believed that the packages would provide stable financial futures. A key finding for those who accepted the nonretirement options is that comparable employment would be available. The study concludes with research limitations and suggestions for future research.en_US
dc.publisherWiley Subscription Services, Inc., A Wiley Companyen_US
dc.subject.otherEarly Retirementen_US
dc.subject.otherTurnoveren_US
dc.subject.otherSeverance Packagesen_US
dc.titleInducing Employees to Leave: A Comparison of Four Severance Optionsen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelComputer Scienceen_US
dc.subject.hlbsecondlevelManagementen_US
dc.subject.hlbsecondlevelBusiness (General)en_US
dc.subject.hlbsecondlevelPsychologyen_US
dc.subject.hlbsecondlevelSoutheast Asian and Pacific Languages and Culturesen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelHumanitiesen_US
dc.subject.hlbtoplevelEngineeringen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.subject.hlbtoplevelBusinessen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumUniversity of Michigan‐Dearbornen_US
dc.contributor.affiliationumUniversity of Michigan‐Dearbornen_US
dc.contributor.affiliationumDepartment of Management Studies, College of Business, University of Michigan‐Dearborn, 19000 Hubbard Drive, Dearborn, MI 48126en_US
dc.contributor.affiliationotherEastern Michigan Universityen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/97191/1/21526_ftp.pdf
dc.identifier.doi10.1002/hrm.21526en_US
dc.identifier.sourceHuman Resource Managementen_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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