Beruflich Dokumente
Kultur Dokumente
39 (1) 47-76
R c k D. Hackett
McMaster University, Canada
Kenneth M. Alvares
Nichols Institute, U.S.A .
Requests for reprints should be sent to Peter Bycio, Management Department, Xavier
University, 3800 Victory Parkway, Cincinnati, Ohio 45207. U.S.A. We gratefully acknowl-
edge the help of June Hahn and John Hunrer on various aspects of this manuscript.
~~~
INTRODUCTION
Despite more than 50 years of employee turnover research, Mobley (1982,
p. 134) found that t h e literature exhibits a dearth of conceptual or
empirical treatments of performance as either an antecedent or conse-
quence in the turnover process. Since then, considerable empirical and
theoretical work on the topic has appeared. In this paper, a review and
meta-analysis (cf. Hunter, Schmidt, & Jackson, 1982) of the performance-
turnover literature is presented.
THEORETICAL RE LEVANCE
Job performance has been incorporated into some recent models of the
turnover process (see, for example, Farris, 1971; Jackofsky, 1984; Steers &
Mowday, 1982). Expectations regarding the direction of the relationship
differ depending on whether the focus is on voluntary or involuntary
turnover. Steers and Mowday (1982) deal only with voluntary turnover
which, they argue, results from the complex interaction of job perform-
ance, job attitudes, organisational experiences, and job expectations.
According to their model, the poor performer tries to rationalise his or her
sub-par performance by harbouring negative attitudes towards the job
(this is a lousy job anyway). Employees perceptions of pay and prom-
otional opportunities are also thought to become gradually unfavourable,
to the point where the supervisor takes punitive action. Sanctions, in turn,
are hypothesised to exacerbate the negative feelings of the poor performer
and sometimes prompt voluntary turnover. Steers and Mowday (1982)
further argued (as did Farris, 1971), that organisations find ways to keep
their above average performers, largely by meeting their heightened
expectations regarding organisational rewards. Thus, both Steers and
Mowday (1982). and Farris (1971). expect a negntive relationship between
performance and voluntary turnover. Poor performers will tend to leave,
and high performers will tend to stay.
Jackofsky (1984) also proposed a model of turnover which included job
performance as a variable. The model was intended to explain intrnorgani-
sational movement (i.e. job changes resulting from lateral transfers and
promotions), along with the more typically studied inrerorganisational
movement including both voluntary and involuntary turnover. In contrast
to the predictions of others (cf. Farris, 1971; Steers & Mowday, 1982),
Jackofsky (1984) hypothesised that performance and voluntary turnover are
positivefy related, i.e. that high performers tend voluntarily to leave
JOB PERFORMANCE AND TURNOVER 49
their organisations. This prediction was based largely on the belief that
above average performance buys enhanced alternative job opportunities,
and that high performers receive a greater number of unsolicited job offers
than their lower performing counterparts. Above average personnel were
viewed as being more likely to leave voluntarily simply to take advantage
of the attractive job alternatives that below average performers lack
(Jackofsky, 1984).
Though theoretical differences exist concerning the expected direction
of performance and voluntary turnover, the predictions involving perform-
ance and involuntary turnover have been uniform. Involuntary turnover,
not employee initiated, is viewed by most investigators as negatively
related to job performance (Jackofsky, 1984; Stumpf & Dawley, 1981;
Wanous, Stumpf, & Bedrosian, 1979). Poor performers are thought to be
dismissed from their jobs, whereas moderate to high performers are
allowed, or possibly encouraged, to remain.
APPLlE D RELEVANCE
The direction and magnitude of the job performance-turnover rela-
tionship is important from an applied perspective because t h e conse-
quences of turnover for an organisation are largely dependent on who stays
and who goes (Mobley, 1982). For example, if companies tend to lose their
best employees, the costs associated with a poorer performing replacement
must be absorbed along with those of additional recruiting, selection, and
training. On the other hand, if the majority of voluntary leavers are poor
performers, and easily replaceable, it may be that the negative effects of
turnover have been greatly exaggerated. A high turnover rate might even
be regarded as functional (Dalton, Krackhardt, & Porter, 1981; Hollen-
beck & Williams, 1986).
METHOD
Literature Covered in this Review
Dara Gathering. Our interest was confined to studies of interorganisa-
tional turnover where the individual employee was the unit of analysis.
Thus, job changes resulting from transfers, promotions, and the like were
JOB PERFORMANCE AND TURNOVER 51
tions from the same sample which involved only slightly different perform-
ance measures were averaged to form a single value. This strategy was used
(for example) when investigators presented multiple performance-
turnover correlations based on highly correlated performance rating
dimensions.
An a Iysi s
Arrefacruul
NO. Observed Variance (% Corrected 95% Credibiliry
i'erformarice of 'pb's n jpb bpb Variance Accounied for) Vuriurice lnrerval
-______
Across all Forms of Turnover
All types" 91 27.312 -0.19 0.037 0.003 (H) 0.034
Voluntary Turnover
Supervisory ratings 24 10.260 -0.12 -0.17 0.020 0.003 (13) 0.033
Supervisory ratingsb 23 6274 -0.18 -0.26 0.022 0.004 (19) 0.034
Self-ratings 3 274 -0.04 -0.05 0.013 0.011 (84) 0.003
Non-rating output 3 420 -0.18 -0.22 0.011 0.008 (71) 0.005
Non-rating quality 7 1444 -0.23 -0.31 0.015 0.006 (44) 0.016
Non-rating promotion 7 2185 -0.17 -0.18 0.063 0.003 (5) 0,067
Involuntary Turnover
Supervisory ratings 10 2744 -0.38 -0.52 0.017 0.010 (62) 0.012 -0.74 < ppb < -0.31
Non-rating quality 5 105 -0.41 -0.61 0.028 0.014 (51) 0.031 -0.96 < ppb < -0.27
Non-rating promotion 3 583 -0.57 -0.59 0.033 0.002 (7) 0.033 -0.94 < ppb < -0.23
Total Turnover
Supervisory ratings 17 4888 -0.18 -0.25 0.011 0.005 (42) 0.012 -0.47 < pPb < -0.03
Self-ratings 3 1320 -0.12 -0.15 0.002 0.002 (100)'
Non-rating output 3 770 -0.51 -0.61 0.045 0.006 (12) 0.056
Non-rating quality 2 31 1 -0.01 -0.01 0.003 0.006 (loo)'
Non-rating promotion 3 98 1 0.02 0.03 0.014 0.003 (23) 0.020
Nore. Only those performance-turnover combinations where more than one study was found are shown.
'This analysis across all of the performance-turnover correlations involves a correction for sampling error only. When this distribution IS corrected
for differences in the turnover base rate. the corrected mean = -0.22. and the variance accounted for by the artefacts is 0.004 (ll"/o).
?his analysis excludes the Ofsanko (1979) finding.
cn
'As artefacts accounted for all the variance among the correlations in this analysis, a credibility interval was not called for.
56 BYCIO, H A C K E T , ALVARES
CONCLUSIONS
verified by) prospective employers (cf. Dreher, 1982); (3) job tenure (cf.
Kanfer et al., 1988); and (4) local, state, and national unemployment rates
during the study (cf. McEvoy & Cascio, 1987).
We, like McEvoy and Cascio (1987) also advocate testing hypotheses
about performance and turnover in the context of multivariate models to
clarify (for example) the role of job satisfaction in performance and
turnover (cf. Lance, 1988; Rosse, Note 5). Also, in particular, the Steers
and Mowday (1982) formulation deserves more testing because important
links in their model involving performance, job satisfaction, and turnover
have been supported at the univariate level by this and other recent
meta-analytic work (see Iaffaldano & Muchinsky, 1985; Steel & Ovalle,
1984). Although an initial test revealed that only a small percentage of
variance in turnover was explained by the model (cf. Lee & Mowday,
1987), an idiographic-longitudinal approach similar to that used in the
study of absenteeism by Hackett, Bycio and Guion (1989) might increase
. its explanatory value.
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JOB PERFORMANCE AND TURNOVER 61
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REFERENCE NOTES
1 . Hunter. J. E. & Schmidt, F. L. (1987). Dichorornizing confinuorcr variables: The implica-
rioru for mera-unolysu Unpublished manuscript. Michigan State University. Psychology
Dcpanment.
2 . Scybolt. J . W . & Ross, S . C. (1985). Work role design and rhe rerenrion of high
performing personnel. A sunrval analysir. Unpublished manuscript. Cnivcrsity of Utah,
Department of Management.
JOB PERFORMANCE AND TURNOVER 63
3. Summers, T. & Hendrix, W. (1988). Modeling the role of pay equity: A field study.
Manuscript in preparation, Clemson University. Management Department.
4. Bluedorn, A. C. & Abelson,M. A. (1980). Employeeperformance and withdrawalfrom
work. Unpublished manuscript. The Pennsylvania State University, College of Business
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5. Rosse, J. G. (1986). The role of job performance in models of turnover. Paper presented
at the 46th Annual Meeting of the Academy of Management, Chicago.
Appendix A
TABLE A1
S t u d i e s Involving Job P e r f o r m a n c e a n d Voluntary Turnover
.supervisory KairngslKunkmgs
Knod (1Y7.5) Accountants at a large public Partner potenlial versus not partner 164 -0.18"
accounting firm. potential. N o reliability data.
La Kocco. Pugh. & Guiiderson Navy enlisted men aboard combat M o s ~recent performance marks. 462 -0.07'
(1Y77) ships No reliability data.
Sheridan & Vredenburgh (1978) Feniale nurses and nurses' aides. Kating summed over 5 dimensions. 216 -0.02
u = 0.77.
Ofsanko (IY7Y) Managerial, administrative. and Above average performers versus 3986 -0.02"
professional employees at a average ones. No reliability data.
profit-making utility.
Waiious, Stunipf, & Bedrosian Low wage workers hired via a state Kating of overall job performance. 1140 -0.36'
(197')) employment agency. u = 0.96.
Bluedorn & Abelsoii (1980) Clerical employees at an insurance Kating of overall job performance. 158 0.03
company, 95% female. No reliability data.
Larson ( 1982) Sales deparlmerit staff at a Raring of overall j o b performance. 95 -0.01
pharmaceutical house, 80% male. No reliability data.
Martin, Price, & Mueller (1981) Female nurses at a voluntary Average rating across 6 dimensions. I62 0.13
hospital. Split-half reliability = 0.98.
Spencer & Steers (1981) liospital employees who held a Kating summed over 1 1 dimensions. 2Y5 -0.07
variety o f positions. a = 0.82.
Stumpf & Dawley (1981) Full-time bank tellers hired Trichotomy reflecting the average 189 -0.30'
between 1970and 1976. ratiiig oblained by a feller during
hidher entire tenure.
Stumpf & Dawley (1981) Full-time bank tellers hired Trichotomy reflecting the average 188 -0.21'
between 1977 and 197X. rating obtained by a teller during
hidher entire tenure.
Dreher (1982) Exempt professional. managerial Composite of rankings and ratings. 468 -0.41'
and technical employees from an No reliability data.
oil company.
Beyer & Trice (1984) Employees of a manufacturing firm Average rating a c r o s 8 dimensions. 435 -0.14.
who were identified as ' a = 0.91.
disciplinary problems.
Larson & Fukami (1984) Male blue-collar employees in the Rating summed over 6 dimensions. 108 -0.31'
transportation department of a a = 0.86.
newspaper.
Parasuraman & Alutto (1984) Mainly clerical and blue-collar Rating summed over 3 dimensions 217 -0.W
workers at a food processing u = 0.85.
plant. 67% male.
Parsons. flerold. & Leatherwood Female hotel room cleaners. Rating summed over 4 dimensions. 31 -0.21
(1985) u = 0.84.
Seybolt & Ross (1985) Registered nurses. Linear combination of 12 dimensions. 312 -0.13
a = 0.96.
Sheridan (1985) Recently hired nurses and nurses' Hating summed over 5 dimensions. 84 -0.28'
aides, 96% female. N o reliability data.
Wells & Muchinsky (1985) Managers of branch offices of a retail Rating o n each of 12 dimensions. 280 -0.31b
credit institution. %O/O male. No reliability data.
Jackofsky. Ferris. & Breckenridge Male accountants at a public Rating of overall job performance. 169 -0.29'
(1986) accounting firm. Inter-rater reliability = 0.62.
Sager (1986) Sales staff at a national consumer Average rating across 87 items. 89 -0.29'
goods manufacturer. a = 0.98.
(Continued)
Copeet al. (19x7) Employees at a mental health Rating of overall job performance. 202 -0.07
facility, 38% male. No reliability data.
Lee & i
Mowday (1987) Full-time employees at a financial Hating of overall job performance. 445 -0.01
institution, 45% male. No reliability data.
Mossholder et al. (1988) First-line supervisors at a textile Rating uf overall job performance. 365 -0.oY
firm. 07% male. n = 0.93.
Self-rarrngr
Rluedorn & Abelson (1980) Clerical employees at an insurance Hating of overall job performance. I58 0.05
company. 95% feinale. No reliability data.
Stunipf & liartnian (IYM) Individuals who used an on-cainpus Average rating across 6 dimensions. SS -0.20'
university placement service. a = 0.85.
Parsons, tierold. & Leatherwood Female hotel room cleaners. Ratings of performance quality and 31 -0. l o b
(1985) quantity. u = 0.77.
Non-ruling Oulpur indices
Jackofsky, Ferris, & Breckenridge Owner-operator truck drivers employed Monthly revenue earned by the driver. 107 -0.35'
(1Y86) by a trucking company. Test-rerest reliability = 0.62.
IIollenbeck & Williams Department store salespersons, Average sales volume over three I12 -0.07
(lY86) 6Y% female. months. Test-retest reliability =
0.63.
Kaiifer, <'roshy. 51 Uraridt (1YR8) Three groups of plant operators each Average '7'0 of standard achieved daily. 20 I - 0 . IS"
differing in job tenure, No reliability data.
74% female.
Non-raring Qualiry Indices
Mirvis & Liiwlcr (1077) Bank tellers, 6% male Number of teller shortages over each 1W -0.15d
o f three months. Average stability
coefficient = 0.71.
Stumpf & Dawley (1981) Full-time bank tellers hired Trichotomy reflecting the number 189 -0.41'
between 1970 and 1976. and amount of cash imbalances
over the entire tenure of a teller.
Stumpf & Dawley (1981) Full-time bank tellers hired Trichotomy reflecting the number 188 -0.12
between 1977 and 1978. and amount of cash imbalances
over the entire tenure of a teller.
Beyer & Trice (1984) Employees of a manufacturing firm who Average of findings o n whether written 461 -0.17"
were identified as disciplinary warnings or suspensions were given.
problems.
Larson & Fukami (1984) Male blue-collar employees in the Number of official administrative 108 -0.41'
transportation department o f a warnings given.
newspaper.
Kanfer, Crosby, & Brandt (1988) Three groups of plant operators Number of products mis-processed 201 -0.12''
each differing in j o b tenure. No reliability data.
74% female.
Summers & t k n d r i x (1988) Managers at various levels in a Controllable costs divided by 137 -0.41.
restaurant organisation. total revenue.
Non-raring Proniolional Indices
La Kocco, Pugh. & Gunderson Navy enlisted men aboard combat ships. Pay grade achieved. 543 0.00
(1977)
L a n o n (1982) Sales department staff at a % merit salary increase. 113 -0.06
pharmaceutical house, 80% male.
Stumpf & Dawley (1981) Full-time bank tellers hired Number of promotionslpay increases 189 - 0.33'
between 1970 and 1976. receivpd per year.
Stunipf & Dawley (1981) Full-time bank tellers hired Number of proniotiondpay increases 188 -0.81'
between 1Y77 and 1978. received per year.
Q) - ____. _ _ _ ____ .-
d
(Continued)
TABLE A1
(Continued)
Nore. Unless otherwise indicated. all the correlations shown are point biserial. They have been standardised so that a ncgarive value implies that
the slayers i n the sample performed better than the leavers.
' P < 0.05. or better.
"As the performance measure involved was a dichotomy, the resulting correlation is a phi coefficient as opposed to a point biserial.
"I'his is a mean correlation. obtained by averaging across the performance-rating dimensions.
'This is a mean correlation, obtained by averaging across the three tenure groups. using the latest performance appraisal information available for
each group.
d.
l'his is the median o f three correlations that were each based o n a single month of data collection.
TABLE A2
S t u d i e s Involving J o b Performance a n d Total Turnover
Supervisory RaringslRankings
Lopez (1966) Female toll collectors. Alternation ranking. 82 -0.11
N o reliability data.
Farris (1971) Engineers employed by an electronics High versus low performers. lnter- 192 -0.03"
firm. rater reliability = 0.70.
Farris (1971) Scientists employed by a High versus low performers. Inter- 203 -0.24'.
pharmaceutical firm. rater reliability = 0.70.
Knod (1Y75) Accountants at a large public Partner potential versus not partner 186 -0.32"'
accounting firm. potential. N o reliability data.
Brief & Aldag (1976) Nursing aides and assistants. Percentage of items checked as 77 -0.32'
strengths. N o reliability data.
Katz (1978) Government employees from a variety Average rating across 2 items. 80 -0.33'
of job categories. Internal consistency = 0.81
Larson (1982) Sales department staff at a Rating of overall job performance. 104 -0.08
pharmaceutical house, 80% male. N o reliability data.
Rasmussen (1Y81) Hospital aides. 60% male. Rating of overall job performance. 267 -0.17'
No reliability data.
Keller (1984) Professional. supervisory, clerical, Rating summed over 5 dimensions. 1y0 -0.26'
and hourly staff at a GI = 0.90.
manufacturing firm.
Turnage & Muchinsky (1Y84) Manufacturing supervisors who had Rating of overall job performance. 750 -0.10
been promoted after participation No reliability data.
in an assessment centre.
O'Connor et al. (1984) First. second, and third level Rating summed over between 8 and 11 1450 -0.20'
managers at a convenience store dimensions. a = 0.94.
organisation.
U TABLE A2
0
(Continued)
S U b]ecrrl.~rrling Perforniance h l e u u r e II
Parsons. Herold. & Leathewood Female hotel room cleaiiers Rating summed over 4 dimensions. 47 --0.05
(1~x5) u = 0.84.
Wells & hluchinsky (1985) Managers of branch offices of a Rating on each of 12 dimensions. 420 -0.38
retail credit institution. No reliability data.
86% male.
Oldhani et a1 (1986) Electronic data processing personnel Rating of overall job performance. 230 -0.02
at a state government. 70% male No reliahility data.
ROSW ( iwo) Newly hired hospital nursing and Rating of overall job performance. 42 -0.24
housekeeping personnel. H3% fenialc. Test-retest reliability = 0.63.
Cope et al. (IYX7) Employees at a mental health facility. Kating of overall ]oh performance. 2x8 -0.17
38% male. No reliability data.
Colarelli. Dean. & Koiista~is Entry-level accountants at Big Composite of 3 items. 280 0.w
(IY87) Eight firms. 61% male. = 0.82.
St,/f-rurings
Brief & Aldag (1Y70) Nursing aides and assistants. Single-item rating of performance 77 -0.02
quality.
Marsh & Mannari (1977) Mostly assembly line personnel at a Composite of 5 items 1033 -0.14
Japanese electronics factory. u = 0.57.
50% male.
Fisher (198.5) Newly graduated nurses at various Rating summed over 7 items. 210 -0.05
hospitals, 5% male. Test-retest reliability = 0.90.
Vincent & Dugan ( l Y 6 2 ) Life insurance salesinen hired Average number of sales points per 35 I -0.39
in 1958. month. Reliability (two 6-month
periods) = 0.84.
Vincent & Dugan (1962) Life insurance salesmen hired Average number of sales points per 310 -0.76
in IY5Y. month. Reliability (two 6-month
periods) = 0.84.
Kingstrom & Mainstone (1985) Sales personnel for a large YO of dollar sales quota attained 109 -0.20'
manufacturer of data processing over a 10-month period. N o
equipment. rcliability data.
Non-raring Qualify Indices
Lopez (1966) Female toll collectors. Composite of cash shortages. ticket 182 -0.06
shortages, and axle count errors.
Farr, O ' l x a r y , Cli Bartlett Female toll collectors. Cash imbalances and axle count errors. 129 O.Mb
(1971) Spearman-Brown reliability = 0.77.
Non-raring Promorioiial Itidices
Larson (1982) Sales department staff at a % merit salary increase. 122 -0.03
pharmaceutical house. 80% male.
Turnage & Muchinsky (198.1) Manufacturing supervisors who had Number of promotions past foreinan 750 -0.02
been promoted after participation level.
in an assessment centre.
Kingsrrom & Mainstone (1985) Sales personnel for a large Whether or not a promotion had 109 0.35'"
manufacturer of data processing k e n given over a 2-year period.
equipment.
Nore. Unless otherwise indicated, all the correlations shown are point biserial. They have been standardised s o that a negarive value implies that
the slayers in the sample performed better than the leavers.
' P < 0.05, or better.
"As the performance measure involved is a dichotomy. the resulting correlation is a phi coefficient as opposed to a point biserial.
"This is an average o f two findings. one involving cash imbalances, the other, axle count errors.
4 TABLE A3
N S t u d i e s Involving Job Performance a n d Involuntary Turnover
~ ~ - _ _
I n vesriguror(s) It
Sublet rslSerring Perforniuritr Meusure 'pb
- -~ __----__-- _--_ ~ ______ -
Supervisory HurinRslHaiikmKs
-
h o d (1Y75) Accountants at a largc public Partner potential versus not partner 152 -0.40'"
accou n t I ng f i rni , partner potential. No reliability
data.
La Rocco, Pugh, & Gunderson Navy enlisted men aboard combat Most recent performance marks. 148 -0.45**
(1Y77) ships. No reliability data.
Wanous. Stumpf. & Bedrosian Low wage workers hired via a state Rating of overall job performance. 1110 -0.40'
( 1Y79) employment agency. a = 0.Y6.
Stumpf & Dawley (1Y81) Full-time bank tellers hired Trichotomy reflecting the average 258 -0.36'
between 1970 and 1976. rating obtained by a teller during
hidher entire tenure.
Stumpf & Dawley (IY81) Full-time bank tellers hired 'Trichotomy reflecting the average 151 -0.66'
between 1977 and 1978. rating obtained by a teller during
hisiher entire tenure.
13eyer & Trice ( 1984) Employees of a nianufacturing firm Average rating across 8 dimensions. 432 -0.13'
who were identified as u = 0.91.
disciplinary problems.
Larson & Fukdml (1984) Male blue-collar cmployces in the Rating summed over 6 dimensions, 95 -0.42'
transportation department of a u = 0.86.
newspaper.
Wells Sr Muchinsky (1Y85) Managers of branch offices o l a Rating o n each of 12 dimensions. 280 -0.49''
retail credit institution, No reliabilily data.
X6% male.
Parsons. Herold. & Leatherwood Female room cleaners. Rating summed over 4 dimensions. 32 -0.23
(1985) u = 0.84.
Cope et al. (1987) Employees at a niental health Rating of overall job performance. 86 -0.50'
facility, 38% male. No reliability data.
Self-ratings
I'arsons, Ilerold, & Leatherwood Female room cleaners. Katings of performance quality 37 -O.OSb
(1985) and quantity. Q = 0.77.
Non-rating Qualiry Indices
Stumpf & Dawley (1981) Full-time bank tellers hired between Trichotomy reflecting the number and 258 -0.50'
1970 and 1976. amount of cash imbalances over the
entire tenure of a teller.
Stumpf & Dawley (1981) Full-time bank tellers hired between Trichotomy reflecting the number and 151 -0.04
1977 and 1978. amount of cash imbalances over the
entire tenure of a teller.
Heyer & Trice (1984) Employees of a manufacturing firm Average of findings o n whether written 460 -0.52"
who were identified as disciplinary warnings or suspensions were given.
problems.
Larson & Fukarni (1984) Male blue-collar employees in the Number of official administrative 95 -0.35'
transportation department of a warnings given.
newspaper.
Summers & Ilendrix (1988) Managers at various levels in a Controllable costs divided by 131 -0.29.
restaurant organisation. total revenue.
Non-raring Promorionul Indices
La Kocco. Pugh. & Gunderson Navy enlisted men aboard combat Pay grade achieved. I74 -0.60'
(1977) ships.
Stumpf & Dawley (1981) Full-time bank tellers hired between Number of promotiondpay increases 258 -0.39.
1Y70 and 1976. received per year.
Stumpf & Dawley (1981) Full-time bank tellers hired between Number of promotiondpay increases 151 -0.84'
1977 and 1978. received per year.
Nore. Unless otherwise indicated, all the correlations shown are point biserial. They have been standardised so that a negarivc value implies that
the slayers in the sample performed better than the leavers.
' P < 0.05, or better.
"As the performance measure involved is a dichotomy, the resulting correlation is a phi coefficient as opposed to a point biserial.
J. bThis is a mean correlalion, obtained by averaging across the performance-rating dimensions.
w
74 BYCIO, HACKElT, ALVARES
Appendix B
Srudies Included in [he Performance-Turnover Mera-Analyses
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Colarelli. S . M..Dean. R . A . . & Konstans, C. (1987). Comparative effects of personal and
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JOB PERFORMANCE AND TURNOVER 75
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76 BYCIO, HACKETf, ALVARES