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The study sought to provide insight into the affective mechanisms that underlie the relationship between HRM practices and employee turnover intentions from the perspective of Korean employees. The study drew on social exchange theory and used compensation satisfaction, perceived job security and job autonomy to explain how perceptions of HRM practices affect employee turnover intentions.

The data were generated from a survey questionnaire administered to both white-collar and knowledge workers in different organizations in the Seoul Capital Area. The final sample consisted of 310 full-time employees.

The results show that compensation satisfaction and perceived job security have significant indirect negative effects on employees' intentions to leave their organization in the Korean context, which supports previous studies in Western contexts. However, the indirect effects of job autonomy on employee turnover intention were not significant in the current study.

This study continues the conversation about the important role HRM practices play in retaining valuable employees. This study offers a nuanced view of the relationship between HRM practices and employee turnover in a distinctive research setting. This study also provides realistic and practical suggestions on HRM so that organizations in Korea are able to implement HRM practices that help them retain competent employees.

The purpose of this paper is to address two of the ongoing theoretical and empirical questions in the literature on authentic leadership: does authentic leadership negatively influence employees’ turnover intentions by enhancing their levels of affective commitment? and does organizational size act as a boundary condition for the mediating effects of affective commitment in the link between authentic leadership and turnover intentions?

A moderated mediation model of the affective process linking authentic leadership and turnover intentions was developed and tested on a sample of 375 employees working in South Korean firms.

The negative indirect effects of authentic leadership on employees’ turnover intentions through changes in the levels of affective commitment were significant. Furthermore, the mediated relationship between authentic leadership and turnover intentions via employees’ levels of affective commitment was stronger in smaller organizations.

The findings of the present study may be useful to practitioners who are interested in employee retention. They can mitigate against turnover intentions by enhancing the authentic leadership qualities of the managers. More specifically, this approach is especially ideal for small organizations.

This study corroborates the results of previous studies in highlighting the pervasive effects of authentic leadership on turnover intentions via enhancing employees’ levels of affective commitment. Moreover, organizational size as a boundary condition for the aforementioned relationship was empirically examined.

This study addresses three research questions related to employee turnover: (1) does transformational leadership act as a pull-to-stay factor for employees? (2) How well does turnover intention predict actual turnover behavior? (3) Does collective turnover moderate the link between turnover intentions and turnover behaviors?

Latent moderated structural equation modeling was employed with longitudinal and multi-source data from car dealerships located in the Seoul Capital Area, South Korea.

The results indicate a negative relationship between transformational leadership and turnover intentions and a positive relationship between turnover intentions and turnover behavior. Furthermore, the results provide empirical support for turnover contagion as a mechanism triggering turnover intentions into turnover behavior in the workplace.

This study provides a timely and novel contribution to the areas of leadership and employee turnover due to the underexplored research area of transformational leadership, the growing body of literature that questions the fixed assumption in employee turnover studies and the increasing interest in collective turnover. Importantly, existing research has examined the concept of collective turnover from a quantity perspective, aggregating individual turnover to group levels. This study provides a more nuanced, comprehensive evaluation of the quality of turnover, by considering the impact of performance contribution aspects of turnover at the business unit level.

This study explores employer perspectives regarding barriers to and responsibility for the workforce integration of skilled immigrants. Specifically, this study assesses employer perceptions of how influential various barriers are to the integration of self-initiated expatriates (SIEs) in the workplace, uncovers employer perceptions of SIEs competence levels, identifies employer perceptions regarding multiple stakeholders’ levels of responsibility for SIEs integration and explores impactful means to overcome these barriers.

Given Canada’s dependence on SIEs for labour force growth, an online survey was conducted with hiring managers of 99 firms in a mid-sized city in Ontario, Canada.

The results demonstrate that employers shift the onus of responsibility for SIEs integration to other stakeholders (namely, the immigrant or government agencies), require documentation to evaluate human capital attainment of SIEs and may be systemically discriminating against SIEs.

The results indicate a need for documented evidence to validate foreign education and skills previously acquired by SIEs. They advance research by providing a comparative assessment of barriers from the employer’s point of view.

The findings support the notion that employers should strategically partner with specialized private or government agencies to help with efforts to attract and evaluate SIEs.

Given that employers are key decision-makers regarding employment outcomes, this study investigates the underexplored role and perspective of employers in integrating SIEs. Additionally, this study provides both a holistic and a relative assessment of the barriers to and responsibility for SIEs integration, exploring the impact of each factor on employer decision-making.

This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a collectivist organizational culture moderate the link between collective turnover and organizational performance? (3) does collectivist organizational culture act as a boundary condition for the mediating effects of collective turnover in the link between HPWS and organizational performance?

A conditional process model linking HPWS, collective turnover, collectivist culture and organizational performance was developed and examined with longitudinal data collected at three different time points from 350 firms in South Korea.

The positive indirect effects of HPWS on organizational performance through collective turnover were significant. Regarding collectivist culture as a moderator, the negative relationship between collective turnover and organizational performance was stronger when the collectivist culture in the organization is high. In addition, the positive indirect effects of HPWS on organizational performance through collective turnover were also stronger when the collectivist culture in the organization is high.

This study provides a significant contribution to the areas of HPWS by reshaping the conceptual mechanisms in which HPWS enhance organizational performance. Further, it explores the significant role of collectivist culture as a moderator in the relationship between HPWS, collective turnover and organizational performance.

The purpose of this study is to determine the current status of strategic human resource management (SHRM) research in the context of Korea as well as to provide specific recommendations for future research.

An integrative literature review was performed to aggregate a body of studies in the Korean context. In total, 39 articles were carefully selected for inclusion in the present review.

The review demonstrated that prior studies conducted in Korea have examined whether the established relationship between strategic human resource (HR) practices and organizational outcomes has cross-national validity in Korean contexts, the extent to which the established relationship is moderated by contextual factors, as well as whether a combination of strategic HR practices and the congruence of HR practices with other organizational factors affect organizational outcomes. In addition, the review revealed four unique methodological characteristics of Korea-based studies, namely, the extensive use of self-reported questionnaires, personnel in managerial positions serving as the main sources of primary data, secondary data collected by Korean government research bodies being actively dealt with and an awareness of the necessity of a longitudinal design for causal research.

The present review makes an important contribution to the study of SHRM in general and the strategic human resources management model in Korea in particular. It is clear that more research is required, although it is encouraging to note the quality of prior research concerning Korean contexts and the specific mechanisms by which strategic HR practices influence organizational outcomes. Finally, there is a clear need for future research that explicitly considers employees' perceptions of strategic HR practices and specific contextual factors in Korea, and further, that utilizes more rigorous and diverse research methods to investigate the effectiveness of strategic HR practices in Korea.

Given that the relationship between proactive personality and turnover intention is not straightforward in the literature, the authors address two research questions focusing on the nursing profession: does proactive personality negatively influence nurses' turnover intention by alleviating their lack of professional recognition? And does a supervisor’s proactive personality act as a boundary condition for the mediating effects of the lack of professional recognition in the link between proactive personality and turnover intentions?

A moderated mediation model linking proactive personality and turnover intentions was developed and tested on a sample of 579 nurses in 88 work units in general hospitals in South Korea.

The results of multilevel path analysis reveal that proactive personality has a negative indirect relationship with turnover intention via lack of professional recognition. Additionally, the indirect relationship is strengthened when the supervisor’s proactive personality is low.

These findings provide valuable empirical evidence on the inconclusive relationship between proactive personality and turnover intention by highlighting the role of proactive personality in attenuating the influence of negative occupational factors. Moreover, proactive personality as a boundary condition for the aforementioned relationship was empirically examined.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Negative consequences of high employee turnover provide much cause for concern in many organizations. Adopting transformational leadership behaviors better positions managers to address the issue and reduce turnover intentions at both individual and collective levels.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The researcher wanted to study the effect of HRM practices on turnover in a South Korean context. Previous studies have focused on Western contexts.

The author collected data from 310 white-collar and knowledge workers from Seoul. A set of five hypotheses were tested

The results showed that offering excellent compensation and job security made employees much less likely to leave. However, the indirect effect of job autonomy was not found to be significant.

The study has theoretical implications for workplaces. First, the findings show compensation satisfaction is of crucial importance and HR retention strategies should focus on how employees perceive their pay, benefits and pay policies. Second, the results show that HR managers and top-level executives should make job security a primary concern. For example, they should provide accurate and honest information” about the causes and actions.