文章基本信息

标题：The impact of energizing interactions on voluntary and involuntary turnover
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作者：Andrew Parker ; Alexandra Gerbasi.
期刊名称：M@n@gement
印刷版ISSN：1286-4892
出版年度：2016
卷号：19
期号：3
页码：177-202
出版社：D M S P Research Center
摘要：In this paper we build from the theory of energetic activation tohighlight the role energizing interactions play in relation to performance andturnover. We theorize that the association between energizing interactionswithin organizations and turnover is mediated by individual performance.We test our hypotheses using longitudinal network data collected annuallywithin the IT department of a global engineering consulting firm over a fouryearperiod. Our study shows that when an individual perceives theirinteractions with others inside the organization as increasing their level ofenergetic activation, they have a reduced likelihood of voluntary turnover,but that this relationship is mediated by individual performance. Perceivinginteractions as increasing energetic activation results in higherperformance, which in turn actually increases voluntary turnover. Incontrast, when others perceive interactions with the focal actor asincreasing their level of energetic activation it reduces the focal actor’s riskof involuntary turnover. This relationship is also mediated by performance.When others within the organization perceive interactions with the focalactor as increasing their level of energetic activation, it results in the focalactor having higher performance, which in turn reduces the focal actor’sinvoluntary turnover. In conclusion, we note that our findings are specific toknowledge workers with IT skills and may not be generalizable to allemployees. We also suggest implications for managers and potential areasfor future research