A
Affective forces, 23
Alternative forces, 23
Avoidable turnover, 6
B
Behavioral forces, 23
Behavioral questions, 60
Biodata, 56
C
Calculative forces, 23
Cash-based reward programs, 82
“Cash is king” 81
Cause–Effect relationships, 30–31
Collective socialization practices, 64–65
Collective turnover, 4
Compensation and rewards
fairness in equity, 83–85
motivators, 82–83
pay, structure and procedures, 79–82
retention management, 85–87
Complementary person–organization fit, 56
Constituent forces, 23
Contractual forces, 23
D
Demands–abilities fit, 56
Disjunctive socialization practices, 68
Divestiture socialization practices, 69
Dysfunctional turnover, 6
E
Embedding employees, 24–25
Employee engagement, 44
Employee referral program, 54
Employee referrals, 52–54
Employee stock ownership plans (ESOPs), 81
Engagement
goal setting, 97–98
goal writing, 98–99
increasing employee, 95–97
job enrichment, 99–100
ESOPs. See employee stock ownership plans
Ethical forces, 23
Evidence-based HR strategies
compensation and rewards, 79–87
engagement, 95–100
recruitment, 49–54
selection, 55–62
socialization, 63–70
supervision, 89–94
training and development, 71–78
Evidence-based management implications
influence retention, 45
job dissatisfaction, 24–25
retention management, 38–39
turnover strategies, 9–10
voluntary turnover predictors, 9–10
Evidence-based retention reality vs. turnover myths, 46
External benchmarking, 33
External equity, 84
External mobility, 74
External needs assessment, 34
F
Fixed socialization practices, 67
Formal socialization practices, 64
Functional turnover, 6
G
Goal setting, 97–98
Goal Setting: A Motivational Technique that Works, 97
Goal writing, 98–99
Good employee referral program, 53–54
H
Hiring
definition of selection, 55
person–job fit, 55
person–organization fit, 55–56
structured interview, 60–62
traditional interview, 58–59
weighted application blanks, 56–58
I
Individual socialization practices, 64–65
Informal socialization practices, 64
Internal benchmarking, 33
Internal equity, 84
Internal job board system, 75
Internal needs assessment, 33–34
Investiture socialization practices, 69
Involuntary turnover, 4–5
J
Job analysis, 60
Job attitudes
job satisfaction, 14
organizational commitment, 14–15
Job candidate selection
definition of selection, 55
person–job fit, 55
person–organization fit, 55–56
structured interview, 60–62
traditional interview, 58–59
weighted application blanks, 56–58
Job dissatisfaction
connections
fit, 22–23
links, 22
sacrifice, 23
motivational forces, 23
unfolding model of turnover
paths, 20–21
script, 21
shock, 21
Job embeddedness theory, 22
Job enrichment, 99–100
Job-hopping, 43
Job satisfaction, 14
Job specific training and development, 74–76
Journal of Small Business Management, 73
L
Leader–member exchange (LMX), 15
LMX. See leader–member exchange
M
Moral forces, 23
Motivational forces, 23
N
Needs–supplies complementary fit, 56
Normative forces, 23
O
Organizational commitment, 14
Organizational context
external benchmarking, 33
external needs assessment, 34
internal benchmarking, 33
internal needs assessment, 33–34
rates, costs, and functionality, 31–32
Organizational culture, 43
Organizational support
definition, 91–93
vs. supervisor support, 94–95
P
Pay for performance, 80
Person–Job (P–J) fit, 55
Positive work environment, 43–44
Prescreening effect, 53
Psychological contract, 71
R
Random socialization practices, 65–66
Realistic job previews (RJPs)
definition, 50
and employee referrals, 49
sequencing/timing, 51
setup, 51
source, 51
substance, 51
Recruitment, 49
Retention management
compensation and rewards, 85–87
developing knowledge of underlying turnover principles, 30–31
developing shared understanding, 28–29
diagnosing and adapting to particular organizational context
collect data to diagnose cause–effect in a particular context, 34–38
interpret turnover analysis-lens of organizational context, 32–34
turnover analysis-rates, costs, and functionality, 31–32
weighted application blanks, 56–58
Rewards and compensation
fairness in equity, 83–85
retention management, 85–87
structure and procedures, 79–83
RJPs. See realistic job previews
Role theory, 15
S
Script, 21
Selection, 55
Sequential socialization practices, 65–66
Serial socialization practices, 68
Shock, 21
Situational questions, 60
Socialization
collective, 64–65
definition, 5
fixed, 67
formal, 64
investiture, 69
sequential, 65–66
serial, 68
Structured interview, 60–61
Supervisor support
description, 89–91
vs. organizational support, 93–94
Supplementary person–organization fit, 56
T
The Practice of Management, 97
TopGrading, 90
Total reward strategies, 82
Traditional interview, 58–59
Traditional psychological contract, 71
Training and development
job specific, 74–76
opportunities, 72–73
supervisors and managers, 77–78
tying, 76–77
Training supervisors and managers, 77–78
Tuition reimbursement, 74
Turnover
avoidable, 6
collective, 4
dysfunctional, 6
evidence-based strategies, 9–10
functional, 6
impact of, 7, 9
involuntary, 4–5
motivations, 6–7
unavoidable, 6
voluntary, 4, 8–9
Tying training and development, 76–77
U
Unavoidable turnover, 6
Unfolding model of turnover
paths, 20–21
script, 21
shock, 21
Unstructured interview formats, 59
V
Validation, 14
Variable pay, 80
Variable socialization practices, 67
Voluntary turnover
costs and benefits, 8–9
definition, 4
Voluntary turnover predictors
job attitudes
job satisfaction, 14
organizational commitment, 14–15
pay level and pay satisfaction, 12
withdrawal process, 13–14
work environment
leadership, 15
relationship with others, 16
work design, 15–16
W
WABs. See weighted application blanks
Weighted application blanks (WABs)
definition, 56
selecting job candidates, 56–58
Withdrawal process, 13–14
Work environment
leadership, 15
positive, 43–44
relationship with others, 16
work design, 15–16