Top management turnover can be classified into forced turnover and voluntary turnover. Forced CEO turnover may be triggered by poorer operating performance (Helwege et al. 2012) that fails to meet the expectation of corporate board; this pressure of immediate performance improvement may induce the incoming CEO to engage in earnings management (SAS No.99, AICPA 2002), and in turn increase the li...

This article examines how the literatures of dynamic performance and the performance-turnover relationship inform each other. The nonrandom performance turnover relationship suggests that dynamic performance studies may be biased by their elimination of participants who do not remain for the entire study period. The authors demonstrated that the performance slopes of those who leave an organiza...

Although both downsizing and voluntary turnover have been topics of great interest in the organizational literature, little research has addressed the possible relationship between the two. Using organization-level data from multiple industries, we first investigate whether downsizing predicts voluntary turnover rates. Second, to lend support to our causal model, we examine whether this relatio...

The onset of the knowledge era has affected all industries. Without exception, the Canadian financial services industry has transformed itself due to the knowledge-intensive structure it possesses. However, high competition and career-minded professionals have created a situation in which leading financial services firms are losing key human capital each day – capital that can and will be used ...

Despite substantial growth in the service industry and emerging work on turnover consequences, little research examines how unit-level turnover rates affect essential customer-related outcomes. The authors propose an operational disruption framework to explain why voluntary turnover impairs customers' service quality perceptions. On the basis of a sample of 75 work units and data from 5,631 emp...

The authors investigated the efficacy of several variables used to predict voluntary, organizationally avoidable turnover even before the employee is hired. Analyses conducted on applicant data collected in 2 separate organizations (N = 445) confirmed that biodata, clear-purpose attitudes and intentions, and disguised-purpose dispositional retention scales predicted voluntary, avoidable turnove...

The authors conducted a meta-analysis of the relationship between turnover rates and organizational performance to (a) determine the magnitude of the relationship; (b) test organization-, context-, and methods-related moderators of the relationship; and (c) suggest future directions for the turnover literature on the basis of the findings. The results from 300 total correlations (N = 309,245) a...