Peter Hom | Arizona State University (original) (raw)

Papers by Peter Hom

Journal of Leadership & Organizational Studies, May 17, 2017

When I turned in my letter, [the manager] said he was surprised and wanted to know what it would ... more When I turned in my letter, [the manager] said he was surprised and wanted to know what it would take to make me stay," says Anna. "I said that the working conditions were not conducive to effective performance, because I couldn't say the truth-that he made us all miserable. So two days later, he comes back with a new offer. I could have more money or fewer hours, but nothing else was any different. It's still the same toxic atmosphere." (An employee discussing her resignation in Robinson, 2008, p. 1) Retaining valued employees remains one of the most pressing managerial challenges today. Estimates suggest that the total costs associated with turnover can range from 90% to 200% of annual salary due to recruitment, selection, and training expenses (Boushey & Glynn, 2012; Cascio, 2015). Contributing to these costs, turnover often results in lost tacit knowledge, fewer seasoned mentors, work disruptions, damaged client relationships due to discontinuity, and an overall reduction in organizational effectiveness (Allen,

Academy of Management Perspectives, Aug 1, 2017

At least two thousand articles on voluntary employee turnover have been published in the last one... more At least two thousand articles on voluntary employee turnover have been published in the last one hundred years. In turn, numerous authors have reviewed the theory and research on employee turnover. Our intent with this paper is therefore not to provide a comprehensive literature review as excellent ones are available elsewhere. Instead, the purpose of this article is to summarize major contributions in the present and provide our perspectives on the future directions of turnover research. Following a relatively terse review of the turnover literature, we elaborate on how organizational scholars can further enhance the understanding of turnover by (a) probing into the turnover process with a better consideration of time, (b) studying the role of volitional control on employees' leaving/staying, (c) further investigating how the context in which employees reside influences leaving, and (d) opening up the "black box" of the collective turnover process.

Academy of Management Proceedings

The Journal of applied psychology, Jan 14, 2017

Leaders often influence whether an employee stays or quits and yet research in collective turnove... more Leaders often influence whether an employee stays or quits and yet research in collective turnover, or turnover at the work-unit level, has neglected leadership as a key antecedent. In the current study we examine how the quality of leader-member relationships within a group (i.e., leader-member exchange, LMX) influences building a shared mindset of collective organizational commitment and ultimately influences collective turnover. We build on a key tenet of LMX theory that leaders form differentiated relationships with followers and propose that not all LMX differentiation is the same and therefore, researchers must take into account the configuration, or mix of high and low LMX relationships, within a group. We expect LMX configurations will moderate the influence of LMX differentiation on collective turnover through the mechanism of collective organizational commitment. We find 5 configurations of LMX relationships, including a bimodal, solo-status low LMX, solo-status high LMX, ...

Proceedings - Academy of Management, 2015

This study adopts an identity strain perspective to understand migrant workers' turnover. We foun... more This study adopts an identity strain perspective to understand migrant workers' turnover. We found that migrant workers' identity strain had a positive impact on turnover, and supervisory support climate, serving as a type of job resource, buffered this effect. The interacting effects of identity strain and supervisory support climate on turnover was mediated by adjustment.

Journal of Management, May 4, 2016

Do managers behave territorially toward their employees? Despite accumulating evidence demonstrat... more Do managers behave territorially toward their employees? Despite accumulating evidence demonstrating the prevalence of territoriality over nonagentic organizational resources, key questions remain regarding the extent to which psychological ownership and territorial behavior occur within supervisor-subordinate relationships. To explore this question, we drew on territoriality and mate-guarding theory to ascertain how and why managers might utilize one form of territoriality, anticipatory defenses, toward their employees. In a four-study investigation, we find that managers consistently engage in two forms of anticipatory defense tactics, persuasion and nurturing, that are intended to defend ownership claims over their employees and limit employee defection. Our results demonstrate a positive relationship between psychological ownership of subordinates and employee guarding directed toward those subordinates. We also find that managers engage in employee guarding more when they anticipate an employee is likely to defect, and they adapt guarding tactics in response to the subordinate's general mental ability. Collectively, our results identify the motivations and conditions under which supervisors act territorially toward agentic subordinates, contributing to theory in territoriality and downward social influence.

Academy of Management Perspectives, May 1, 2002

Labor markets have been tightening over the past decade, and replacement costs associated with fi... more Labor markets have been tightening over the past decade, and replacement costs associated with filling vacancies have been spiraling upward for years. Development of fully integrated retention policy may be one of the most effective responses that workforce managers can make to these kinds of problems. Integrated retention policy uses problem-relevant information to shape focused retention initiatives. Retention research can help in the policy-development process. Retention research can shed light on the value of standard practices (e.g., exit interviews), offer telling insights into patterns and trends in employee behavior (e.g., the relative tendencies of high and low performers), and provide information relating to the efficacy of popular retention strategies (e.g.. Expectation Lowering Training). In this article we show how the findings of retention research may be used to inform and enlighten a policy-formulation process.

Routledge eBooks, Aug 28, 2019

This exploration of what employee turnover is, why it happens and what it means for companies and... more This exploration of what employee turnover is, why it happens and what it means for companies and employees draws together contemporary and classic theories and research to present a well-rounded perspective on employee retention and turnover. The book uses models such as job embeddedness theory, proximal withdrawal states, and context-emergent turnover theory, as well as highlights cultural differences affecting global differences in turnover. Employee Retention and Turnover contextualises the issue of turnover, its causes and its consequences, before discussing underrepresented antecedents of turnover, key aspects of retention and methods for regulating turnover, and future research directions. Ideal for both academics and advanced students of industrial/organizational psychology, Employee Retention and Turnover is essential for understanding the past, present and future of turnover and related research

Revista de empresa: La fuente de ideas del ejecutivo, 2003

Employee Retention and Turnover, 2019