working population in Mexican the cross�border Palavras Palavras chave sugere estudo O rotatividade. na investigações. futuras para significativo aspectos impacto um outros tiveram sexo o e idade a que de negativa, Apesar correlação relações. uma das e emitiu empregado do adaptabilidade da perfil o liderança, da exercício no (eqüidade) justiça da direto resultado um como rotatividade na pensam que ostrabalhadores revelaram investigação desta descobertas Asprincipais notrabalho. têm narotatividade liderança, da significativa exercício o uma influência sobre e trabalho o sobre variáveis as que 16 em revelou investigação A entrevistados México. empregados, Ensenada, de 857 de companhias total um de diferentes obtida foi informação informação A de Likert. coleta tipo na escala com empregado perguntas 57 instrumento de O empresa. questionário a um foi abandonar de empregado do intenção a sobre significativa influência uma representavam variáveis se estas determinar foi estudo deste li- O propósito e eqüidade. relações, sobre adaptabilidade remuneração, percepções suas e , empregado do derança, perfil o versus trabalho no rotatividade a entre correlação a analisamos estudo, Neste Mexicana maquiadora indústria da trabalhadores de comum população na trabalho no rotatividade da percepção de modelo Um resumo clé Mots futures. recherches des pour aspects d’autres suggère turnover. le sur L’étude significatif impact un eu ont sexe le et l’âge mais tive, de du al’employé à profil été néga- partir La corrélation et les relations. l’adaptabilité du l’exercice dans leadership, de (équité) la direct justice comme un résultat leturnover perçoivent que les travailleurs révélé la recherche a sur En leparticulier, turnover. significative ont une influence leadership du l’exercice sur et travail le sur perception de variables les que a révélé recherche La Mexique. d’Ensenada, différentes treprises à 16 en- appartenant de employés 857 à a une population lequel été proposé Likert, type à échelle 57 questions comportant un questionnaire de l’information collecte la pour outil comme utilisé avons Nous l’entreprise. quitter de de l’employé ont sur l’intention variables ces si significative déterminer influence une de est l’étude L’objet de part. d’autre l’équité, et l’adaptabilité le relations, rémunération, la les sur perceptions opportunités, ses les et l’employé leadership, de profil le et part, d’une turnover, le entre corrélation la étude cette dans analysons Nous Mexique au maquiladora l’industrie de travailleurs les parmi turnover du perception de modèle Un résumé USA) the outside industry assembly-plant Keywords well. as exist research future for subjects Further turnover. in influence asignificant have gender and age correlation, had anegative profile employee thought Even relations. and fairness adaptability to of leadership, related application directly in the is employees (equity) the by perceived as turnover that reveal research this in findings style main The leadership and turnover. employee perception job with of variables the between influence significant a 16 of revealed research employees The 857 of Ensenada. in total a to companies collected different were Data . , Baja Ensenada, in companies assembly 16 in applied was which study in this data collecting for used was scale Likert-type with questionnaire A 57-question company. the leave to intention employee’s the in influence have a significant if the variables was to determine of study this purpose The and equity. adaptability remuneration, opportunities, leadership, tomotivation, perceptions employee and profile employee vs. turnover employee between correlation the we analyze study, In this abstract Palabras clave investigaciones. futuras para aspectos otros sugiere Elestudio A en larotación. la edad y significativo relaciones. un negativa, el las impacto y sexotuvieron una correlación arrojó del de empleado pesar que el adaptabilidad la perfil liderazgo, del ejercicio el en (equidad) justicia la trabaja- de los directo que revelaron resultado un como rotación investigación la esta perciben de dores hallazgos principales Los laboral. rotación la en del significativa ejercicio el 16sobre influencia y una en trabajo tienen el sobre liderazgo entrevistados percepción de empleados variables 857 las que de reveló total un investigaci Correspondencia: Recibido: JEL: Clasificación pus Ensenada, carretera -Ensenada, Complejo universitario (Ensenada, ), México 22880. México California), Baja (Ensenada, universitario Complejo Tijuana-Ensenada, carretera Ensenada, pus : turnover ; Ensenada, Mexique ; modèle de turnover ; entreprises maquiladoras. maquiladoras. ;entreprises turnover de ;modèle Mexique ;Ensenada, : turnover A turnover perception model of general the assembly (maquiladora) industry :job turnover, the city of Ensenada, Mexico, employee turnover model, cross-border assembly industry (in this case, foreign foreign case, this (in industry assembly cross-border model, turnover employee Mexico, Ensenada, of city the turnover, :job Octubre de 2006 de Octubre : rotación laboral, Ensenada, México, modelo de rotación laboral, industria maquiladora. maquiladora. industria laboral, rotación de modelo México, Ensenada, laboral, rotación : : rotatividade no trabalho, Ensenada, México, modelo de rotatividade no trabalho, indústria maquiadora. maquiadora. indústria trabalho, no rotatividade de modelo México, Ensenada, trabalho, no : rotatividade Dra. Blanca Rosa García Rivera, Universidad Autónoma de Baja California, Facultad de Ingeniería, Cam- Ingeniería, de Facultad California, Baja de Autónoma Universidad Rivera, García Rosa Blanca Dra. M12, M54, M52 M12, M54, Blanca Rosa García Rivera* Aprobado: o d a b o r p A Marzo de 2007 de Marzo versus el perfil del empleado y sus percepciones sobre relaciones, lideraz- relaciones, sobre ypercepciones sus delempleado el perfil & Luis Arturo Rivas Tovar**

** ** *

Ingeniería. de Facultad California, Baja de Autónoma Universidad la en completo tiempo de ra del Instituto Politécnico Nacional. Profeso Administración la de Ciencias en Doctora Madrid. Investigador Nacional Nivel 1. Nivel Nacional Investigador Madrid. de Politécnica Universidad la de visitante yprofesor México IPN del STO ESCA- de Catedrático España. yGasset, Ortega Universitario Instituto Europeos. tudios Es- de Instituto del Europeos Estudios en aDoctor ycandidato México, de IPN del Administrativas Ciencias en Doctor Correo electrónico Correo electrónico [email protected] [email protected], [email protected] 107-114 industry. dora) (maquila- assembly cross-border Mexican the in population working general the of model perception (2007). L.A., Tovar &Rivas B.R. Rivera, García . Innovar A turnover A turnover 17(29), 17(29), -

gestión y innovar organización gestión y innovar organización & Santibáñez, 2000). 2000). & Santibáñez, (Carrillo jobs the for searching available labour abundant to due productivity companies’ these affect not (1988)dríguez pointed also outhas does that turnover simple are no and lackthere ofis labour. available Ro- jobs their as it about little very done have companies that even though turnover rates are high, maquiladora (1989,mention72) p.Ibarreche & Williams English, 2001).tibáñez, San & (Carrillo workers US to way different very a in ambience job and variables personal perceive ers work Mexican that out point and continuation job and variables personality between relationship strong (1989, Ibarreche & p. 89) found a have Williams lish, Eng- like researchers 1993).Other (Arrioja, turnover tent as and being matters the personal formain causes con job setting, job regarding factors organisational the mentioned has Porter turnover. to related factors classifies and research previous reviews (1974) article 1991). (Rosse, turnover Steers’ and Porter and faction satis job relationshipbetween the emphasising ated, bivari 1960s, was the turnover of regarding found middle research the most to up that states Arrioja turnover. concerning articles 2,000 (1991)mentioned Rosse has and turnover on cations (1985) Cascio havementioned publi- 1,000 more than in a differentvery way USthan workers do. McEvoy & ican workers perceive personal and working conditions English,(1989)& Ibarreche Williams found that Mex- old ones. the refuting hypotheses new of emergence the to led has which different, are industry maquiladora the in conditions that stated have (2000), Peña as such ers, research- modern Other hypothesis. his validated he and limited more 10 since havevery than passed years was research his though, even countries, maquiladora in used be could models foreign these that proved ly (1993)partial- Arrioja model. turnover suitable a ing apply- in knowledge of lack the by manifested clearly is absence its and USA the outside countries maqui- ladora for model turnover appropriate no is There 1958). Simon, & (March speculation under is countries er been have models These in the USA them in oth- but accepted widely applying turnover. behind reasons ing for explain- developed been have management source re human analyse to designed models Variousview. of point workers’ the from problem this analysed not have researchers Academic industry. border assembly) (cross- in maquiladora the management resource man hu- and turnover regarding available is research Little Introduction ------their hands are foreigners. are their hands in responsibility decision-taking the having ecutives duemaquiladora most to factthe that top industry ex- the in high very is centralisation of degree The pany. com- of kind this characterising power of tralisation cen- the (1999)Anthony to due& Carlson Bozeman, Kacmar, for industry maquiladora the in fectiveness ef- organisational and efficiency to represent threat potential a these practices, organisational Regarding commitment) pp. (affective &Ahr, 33-35). 2000, (Ahr so do to want they because desirable to management tend ones the to be who stay ployees presenting attitudes and habits which are more to pay are willing (continuity commitment). Those em- cost of leaving their jobactual is higher than what they commitment) while others stay due to the fact that the (normativecompany the to loyalty to due stay ployees organisation.an in According to stays them, some em- employee an why about findings research important leavewill his/her job. Ahr & Ahr have also employeementioned an whether determining in availability job suggest that job is moredissatisfaction important than maynewjobgo to a to leavejobswithouttheir having whoemployees that shown have turnover concerning findings some that mentioned also have Researchers presentthe job. notwhich are met in expectations workerscreating by in dissatisfaction job stimulates opportunities job ent that, in the circumstances, ofcertain availability differ- pointedhaveout Ahr & behaviour. turnover fect Ahr af- to interact dissatisfaction job and availability job out on have finding researchers focused how findings, Simon’s& March since that mentioned have (2000) be- goes and yond the possibilities ofpolicy. managerial location & Ahr Ahr plants’ the affecting without problem of turnover is impossiblepractically to resolve the them, For lead. it which to problemmajor the to and job particular a leave to decision individual’s an towards contributing factors multiple the to due tor sec- maquiladora the in turnover the managing for need emphasised have (2001) Santibáñez & Carrillo of low cost labour when additional is requiredexpense advantages the atmospheredisturb could business ing labour,its culture, of and the prevail- laws Mexican its ficiency, effectiveness and quality. A lack of knowledge ef- to related is this since industry plant assembly the in resources human managing on factors mographic de- and organisational external of effects the analyses which needed is research Nevertheless, benefits. wages and training, recruitment, labour, aspects, agerial man- as such problems several approaching industry plant assembly the on done been has research Some atmosphere an in tionships occur of impartiality. rela- and remuneration of forms opportunities, that perceiveand decision-making organisational volved in not where may become individual invite in- respect an is which why interchange between impartial, supervisors and workers being does as application its and just being as policy organisational perceive not do dustry in- maquiladora the in plant particular a in Workers mar (Kac- them perceives individual an how to according policy, competitiontionmanipulationofinternal and suppressionorganisa- offavouritism, as such by activities affected is practices organisational of perception the Kacmar, to According satisfaction. and mitment organisation which causes orresentment, com-anxiety the towards reaction individual’s an affect also which surroundings, the and factors personal by influenced is practices organisational applying workerperceives a Hownegative. less be will reactions the and portunity or- high, be perceived practices will being as ganisational also an op- is understanding and high is these of perception when Also, index. anxiety turnover greater as a and such feedback negative cause can which threat, a as seen generally are practices organisational then low, is understanding and high is these of tion percep- When threat. a or opportunity an being as es practic- organisational perceives individual an which to degree the determines influence moderating Such sorted to (Kacmar (Kacmar to sorted re- is decision-making functional and objective more when unlikely is which decisions, such takes person single a unfavourableif be can decisions resulting the decision-making, affects practice organisational When et al .). et al .). greater importance for importance Portergreater and Steers. and Tuttle, whereas and tasks work contentment are of Cotton for organisation an in remain to er’sdecision work-a in role important very a plays satisfaction Job 2001). &Santibáñez, (Carrillo ties activi- non-economic in engage to or sector economic another to go to change for need voluntary workers’ much says plantabout assembly semblyindustry plant as- the in Turnover turnover. personnel as derstood un- companyis a worker from a of exit voluntary The worker experienced leaves company the (Cascio, 1991). an whenever productivity lost in as well as training, and selection recruitment, on h floig ehdlg ws sd o ti re- this for used search: was methodology following The Ensenada. 21.43. were being age men, average from 54.5% locals were respondents 857 the of 45% survey. the apply to helped personnel resource Human education. or race gender, tenure, regarding groups survey un usable and usable between differences no were There replies. fused owing to either the employees’ ormissing answers con- used be not could surveys these of 30 returned; were working hours. 1,200employees’ weresurveys distributed the and 887 during out filled be to survey the for consent gave supervi- manager general The sor’s performance. particular a towards negative were answers to protect their jobs from retaliation supervisor if their anonymously questionnaire the out fill to asked were Employeesdemographics. and relationships variables, study key on information collecting for used was vey employeesur- An manager. plant the by assigned jobs manual or manufacturing assembly, as such activities different performing workers, general as companies different 16 the at employed were participants Study scale was used for ert-type data collecting in study.this Lik-57-question A quit.with tentionquestionnaire to employees’on influence in- significant a had variables the whether determining at aimed was study This ty. equi- and remuneration adaptability, opportunities, ployeeprofile employeeand perceptions of leadership, em- and turnover employee between relationship the in industry maquiladora analysed study quantitative correlative The Ensenada. the in companies ferent dif- 16 from employees 857 to applied was tionnaire ques- The turnover.on focusing as research PhD of part collected was study present the in used data The characteristics Sample Methods ar va o n n i revista journal -

gestión y innovar organización gestión y innovar organización to correlate with turnover (Griffeth (Griffeth turnover with correlate to found been have both as controlled were mographics Control variables personnel provided data. for whichorganisation characteristics human resource Employees self-reported data on variables all except for (2)demographicquestions.and 10agree” “strongly to disagree” “strongly 1, from ranging scales Likert-type variables Predictor Measurements employee satisfaction and organisational commitment. Equity &Bobko,sation Lee 1989). (Ashford, positively related to his/her commitment to an organi- is socialisation of perceptionEmployee1990).Meyer, & (Allen organisation the towards commitment his with associated is workers experienced from receive) of support which a new employee receives (or does not low turnover rate (Cotton & Tuttle, 1986). The degree a companionsand with interactions positive are there Relationships variablesControl F sample. the 31 in the companies from participated which nies 16compa- the to applied and used instrument suring mea- the was scale Likert-type with questionnaire The “male” as coded der was 0and “female” 1. i Research object determination: object Research determination: Sample sample: and population selected of criteria Classificatory Sample universe: Sample disadvantages: and Advantages type: Research Timeframe: framework: Special gure 1. gure . Perceiving fairness is a critical prerequisite forprerequisite critical a is fairness Perceiving . R esearch methodology. esearch Go rltosis r son when shown are relationships Good . . Organisational characteristics . and characteristics Organisational de- To uvy omt wr ue: (1) used: were formats survey Two . practices and characteristics which such companies have in this area. this in have companies such which characteristics and practices organisational about perceptions their well as as object research the represented workers industry maquiladora The sample. total the be to considered association thus were companies 31 resources research; this in human the participated to belonging companies 31 Ensenada. in companies maquiladora 89 are There research. this for accepted was it why is which Tijuana, as characteristics industry maquiladora same the pos- is reflects it Ensenada that Tijuana, state from to away sible kilometres 100 only is and region. California border Baja the in in county 60% largest and the is country Ensenada the as over Also, all total the of 40% almost representing in 2000, plants in 1,228 were California There Baja Chihuahua. and California Baja of states the in concentrated mainly is maqui- The industry region. ladora the in participation and representation numeric was sample the selecting for used criteria The Company size: according to economics’ department criteria in Mexico, companies are classified by the number of number have they the whom by employees classified are companies Mexico, in criteria department economics’ to according size: Company Total • Sample • obtained was the research this in whom from participating companies 31 of sample (ARIENAC) Ensenada in association resources human the from information to access Advantages: observational and descriptive retro, partial non-experimental, documental, Applied, 2002–2003 México California, Baja Ensenada, in industry Maquiladora Population • Levels: • Substrata: • and others and et al et

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F mitment organisation. an to com- affective promoteemployees their forsideration turnover con- express promoteswho 1986). Leaders Scandura, & (Graen exchange leader-member Poor 1975).& Haga, Graen (Dansereau, position’s importance the extend and organisation the commitment to affective inforce periors and subordinates (leader-member exchange) re- Employees who perceive interdependence with their su- and lead activities. iour standards and performance behav- support and promote which organisation, an positions. vision to and their values their personal bring Leaders higher the in leaders outstanding having Leadership (Jackson, turnover up speeds job the at variability Demographic 1989). F for intention regarding variable the quit to job. the (2000) in Santibáñez their research were turnover used son correlations. The methods described by Carrillo & Pear with program SPSS the using analysed was Data Analysis Source: self investigation. self Source: 0.01 was significance correlation *** in their jobs than men (Peña, their jobsin than 1994). longer stayed women immigrant that found industry Gender dura, 1986). Scan- & (Graen age younger a at job a leave to dency moreten- is There turnover.for conditioningvariable Age i i Leadership Relationships quit to Intention Equity N Adaptability gure 3. Pearson correlation matrix for organisational practice perception. practice organisational for matrix correlation Pearson 3. gure gure 2. 2. gure .

Carrillo & Santibáñez have stated that age is a is age that stated have Santibáñez & Carrillo . Research by Peña in Chihuahua’s maquiladora E x post diagram, diagram, x post Age, gender Age, .

od raiain ae itnuse for distinguished are organisations Good et al. G arcia arcia 1991). Equity .553*** 69* .525*** .699*** .629*** .427*** 1.000 7 7 7 7 871 871 871 871 871 R ivera model ivera Relations Intention of the employee to stay or to leave the company the leave to or stay to employee the of Intention Intention to quit to Intention .557*** .552*** 1.000 Adaptibility - 2. 1. lows: fol- as were demographics employee about Findings R 4. 3. 5. age/gender. with particularly profile, employees’demographic the and relationships good adaptability, to leadership ing perceived by employees was related to in fairness apply- as turnover that indicated finding main study’s This below. 3 Figure in shownfor are suchobtained research tions Pearsoncorrela the practice, organisational Regarding 7. 6. Relationships esults

eadn euainl ee, ot okr had workers 9 the until studied most level, educational Regarding were18 from young (ranging 35 to try old). years Most employees working in the maquiladora indus- seniority was 18 was seniority months job. the in 41.7%represented (8.6%non-responders). Average ed 49.7% of the sample and the low-turnover group represent- high-turnover presented that group The years old.years 35 than younger and 26 than older were job the in months 18 than longer stayed who Employees represented the greatest high-turnover group. high-turnover represented greatest the activities electronic in with employees 500 companies than more large for work who Employees employees)represented most of low-turnover employees. the 100 to (30 companies assembly sized Women born in Ensenada who worked in medium- over employees. low-turn- the of most representedwomen Married .206*** 37* .445*** .397*** 1.000 Equity dpaiiyLeadership Adaptability th grade. 1.000 ar va o n n i revista Leadership 1.00 journal -

gestión y innovar organización gestión y innovar organización organisational characteristics characteristics organisational F contribute towards this. contribute towards can opportunities) and remuneration equity, ability, leadership,adapt-perceived characteristics, ganisation or- profile, employee (specifically, whether variables determine relational to attempt initial an represents study present The quitting. job in play adaptability) (e.g. variables traditional less that role the in interest increased been has there literature, the to muchuted to turnover. Although this line of research has contrib- on how job work (especially satisfaction) lead attitudes research by dominated been has literature Turnover Discussion investigation. Self Source: i gure 4. Pearson correlations of socio of correlations Pearson 4. gure 7. Number of jobs before this one this 7. before jobs of Number 10. Industrial activity 10. Industrial 6. Educational level level Educational 6. 9. Company origin 9. Company 5. Civil status Civil 5. 8. Plant size Plant 8. 4. Seniority 3. Gender 3. 2. Origin 2. 1. Age cf employee intention to leave job leave to intention employee - demographic and and demographic -268** .230** .926** .205** .257** -.l73** .675** .754** .214** .134** the organisation.the in staying or leaving their affect variables these ceive per- individuals how that clearly shows It perception. remuneration salary of effects the beyond and above went and theirstudy effects relatedthis in to turnover were significantly andadaptability opportunities Both was applied.was ing over the rest of the sample where the questionnaire prevail- information its questionnaires, answered 400 than more returned applied be to questionnaire the company onlylarge the that which allowed was served problem greatest climate. The organisational tense ob- a creating of fear for or workers false their in creating expectations of fear for questionnaire the apply to refused companies many that fact the in lay problem Another length. great at replied they what analysing withoutgroup a as oranswered companions’ answers, their copied workers many that observed also was It were anonymous and there were boxes for so replying). re- sponding to the questionnaire when (although the responses cases many in organisation the from ation retali- feared worker that detected was it since result the biased have could observed perception of was results the it that questionnaire the applying When R esearch limitations Graen, G. & Scandura, T. (1986). A theory of of theory A (1986). T. Scandura, & G. Graen, pro- of (1989). M. Effects Konovsky, & R. Folger, English, W., Williams, S., & Ibarreche, S. (1989) S. Ibarreche, & S., Williams, W., English, Dansereau, F, Graen, G., & Haga, W. (1975).A W. Haga, & G., Graen, F, Dansereau, Cotton, J. L. & Tuttle, J. M. (1986). Employee Employee (1986). M. J. Tuttle, & L. J. Cotton, so- Organizational (1990). J. Meyer, & N. Allen, Turnover. Ahr,P. Ahr,Overturn T.& R. (2000). B. R Cascio, W. F. (1991). Costing human resources resources human (1991).F.Costing W. Cascio, Carrillo, J. & Santibáñez, J. (2001). Rotación de de Rotación (2001). J. Santibáñez, & J. Carrillo, P. Bobko, & C. Lee, (1989).S., Content, Ashford, Free American North The (1993). R. Arrioja, eferences dyadic career reality. In: G. Ferris and K. K. and Ferris G. In: reality. career dyadic Management Journal, 32 (1), 32 Journal, 115-130.Management of Academy decisions. raise pay reac- to on tions justice distributive and cedural 4, 70-99. Studies, Borderlands of Journal Maquiladoras. the in Tumover Employee Performance of Behavior Human In cess. Organizational pro- making role the of investigation dinal longitu- A organizations: formal within ship leader- to approach linkage dyad vertical implications for research. Academy of of Academy Review, Management research. for implications with review and meta-analysis A turnover: Company. Publishing Causeway Missouri: (3 Norte. Frontera la de El Colegio México: esnl n a maquiladoras las en personal Jour- Management of Academy test. tive and substan- measure A rity: theory-based insecu- job of consequences and causes Thesis Colorado. of University D.),(Ph. Colorado, management. resources human for implications its and Agreement Trade Journal Management of Academy and orientation. role commitment newcomers’ of links of analysis longitudinal A tactics: cialization nal rd , Ed.). York: New McGraw-Hill. 32 (4), 803-829. , 33 (4), 847-858. 13, 46-48. 11 (1), 55-70. (2 nd Ed.). . oosy M & rpnao R (91. Per- (1991). R. Cropanzano, & M. Konovsky, S., D. Carlson P.,D. Bozeman, M., K. Kacmar, Lingard, H. (2003). The impact of individual and and individual of impact The (2003). H. Lingard, Jackson, S. E., Brett, J. F., Sessa, V. I., Cooper, Cooper, V.I., F., J. Sessa, Brett, E., S. Jackson, P.Hom, R. (1995). & Griffeth, turnover. Employee R. W.,Griffeth, Hom, P. W., & S. Gaertner, (2000). O’Reilly, C., Caldwell, D., & Barnett, W. (1989). W. Barnett, & D., Caldwell, C., O’Reilly, ac, . Smn H (1958). H. Simon, & J. March, McEvoy, G. & Cascio, W.McEvoy, (1985,& G. Cascio, May). Strategies Human Relations, Relations, Human extension. and Replication model: politics organizational of perceptions the of nation W.P. Anthony, & exami- (1999,An March). for employee turnover. Construction Man- Construction turnover. employee for implications the and Australia in engineers civil among on ‘burnout’ characteristics job chology Psy- Applied of Journal performance. job and attitudes employee of predictor a as testing drug employee of fairness ceived Psychology, Ap- plied of Journal turnover. and promotions recruitment, of correlates as heterogeneity group and dissimilarity dif- individual ference: a make differences Some October). (1991, K. Peyronnin, & A., J. Julin, M., D. Publishing. College SouthWestern Ohio: ment Manage- of Journal Millennium. next the for implications research and tests, erator mod- Update, turnover: employee of lates corre- and antecedents of A meta-analysis (CT): JAI Press. 4). 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Educa- of School Graduate Harvard the to dissertation Unpublished Mexico. huahua, Chi- of industry maquiladora the in stay of 123-131. Quarterly Science Administrative turnover. and tion Applied Psychology, 59 (5), 603-609. (5), 59 603-609. Psychology, Applied of Journal technicians. psychiatric among turnover and satisfaction job commitment, Organizational (1974,October). P.V. lian, cracy: Feminist politics. Gender and Soci- and Gender politics. Feminist cracy: ety Books Books Lexington MA: Lexington, 668-682). (pp. Professionals Resource Human and Manag- ers for Handbook The Business: in Psychology Applying (Eds.), Bray D. and Steffy B. Jones, J. In: work. from drawal emy of Management Journal, 26, 418-436. 26, Journal, Management of emy turnover, employee of model trophe OB, OB, Paper Best Management of models. intention behavioral in links New turnover: employee and model ternational Journal of Human Resource Resource Management Human of Journal In- The ternational sample. national a from cations impli- intentions: turnover Employee ber). , 2, 214-227., 2, G1-G6

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