000			02119cam a2200169 4500500
005			20250121093001.0
041			_afre
042			_adc
100	1	0	_aParker, Andrew _eauthor
700	1	0	_a Gerbasi, Alexandra _eauthor
245	0	0	_aThe impact of energizing interactions on voluntary and involuntary turnover
260			_c2017.
500			_a79
520			_aIn this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four-year period. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. In contrast, when others perceive interactions with the focal actor as increasing their level of energetic activation it reduces the focal actor’s risk of involuntary turnover. This relationship is also mediated by performance. When others within the organization perceive interactions with the focal actor as increasing their level of energetic activation, it results in the focal actor having higher performance, which in turn reduces the focal actor’s involuntary turnover. In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research.
786	0		_nM@n@gement | 19 | 3 | 2017-01-09 | p. 177-202 | 1286-4692
856	4	1	_uhttps://shs.cairn.info/journal-management-2016-3-page-177?lang=en&redirect-ssocas=7080
999			_c515203 _d515203