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dc.contributor.authorBatt, Rosemary
dc.contributor.authorColvin, Alexander
dc.contributor.authorKeefe, Jeffrey
dc.date.accessioned2020-11-25T14:56:10Z
dc.date.available2020-11-25T14:56:10Z
dc.date.issued2001-02-01
dc.identifier.other115457
dc.identifier.urihttps://hdl.handle.net/1813/77398
dc.description.abstractIn this paper, we examine the predictors of aggregate quit rates at the establishment level. We draw on strategic human resource and industrial relations theory to identify the sets of employee voice mechanisms and human resource practices that are likely to predict quit rates. With respect to alternative voice mechanisms, we find that union representation significantly predicts lower quit rates after controlling for compensation and a wide range of other human resource practices that may be affected by collective bargaining. Direct participation via offline problem-solving groups and self-directed teams is significantly negatively related to quit rates,but non-union dispute resolution procedures are not. In addition, higher relative wages and internal promotion policies significantly predict lower quit rates, while contingent staffing, electronic monitoring, and variable pay predict significantly higher rates.
dc.language.isoen_US
dc.subjectorganization
dc.subjectpractice
dc.subjectwork
dc.subjectHR
dc.subjecthuman resource
dc.subjectemployee
dc.subjectmarket
dc.subjectindustrial relations
dc.subjectunion
dc.subjectteams
dc.subjectpay
dc.titleEmployee Voice, Human Resource Practices, and Quit Rates: Evidence from the Telecommunications Industry
dc.typepreprint
dc.description.legacydownloadsEmployee_Voice__Human_ResourceWP01_04.pdf: 4008 downloads, before Oct. 1, 2020.
local.authorAffiliationBatt, Rosemary: rb41@cornell.edu Cornell University
local.authorAffiliationColvin, Alexander: Penn State University
local.authorAffiliationKeefe, Jeffrey: Rutgers University


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