en pl
en pl

Central European Management Journal

Show issue
Year 6/2021 
Volume 29 
Issue 2

Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context

Muhammad Kashif
GIFT University Gujranwala

Irina Petrovskaya
Lomonsov Moscow State University Business School

Sarminah Samad
College of Business and Administration

Shanika Wijenayake
University of Kelaniya

6/2021 29 (2) Central European Management Journal

DOI 10.7206/cemj.2658-0845.48

Article contents

Abstract

Purpose: Drawing on social exchange theory (SET), this study explores the mediating role of quiescent silence as a link between organizational stressors and turnover intentions among Russian frontline employees (FLEs). Furthermore, we aim to investigate whether coworker support moderates the relationship between quiescent silence and turnover intentions.

Research Methods: The study is a cross-sectional survey administered among a sample of 235 FLEs employed in Russian healthcare organizations. We analyzed the data with SmartPLS version 3.0.

Findings: The results reveal that ethical conflict and abusive supervision are significantly related to quiescent silence. Quiescent silence mediates the relationship between abusive supervision, ethical conflict, and employee turnover intentions.

Managerial Implications: There is a need to provide employees with opportunities to voice their opinions. However, what is crucial is the assurance of employee privacy while motivating them to voice opinions. Managers should be more proactive in diagnosing silence.

Originality: This is the first study to explore the mediating role of quiescent silence on the relationship between organizational stressors and employee turnover intentions in a unique Russian healthcare context. The moderating role of coworker support to buffer the relationship between quiescent silence and turnover intentions is unique to this study.

References

  1. Akgunduz, Y. and Eryilmaz, G. (2018). Does turnover intention mediate the effects of job insecurity and co-worker support on social loafing? International Journal of Hospitality Management, 68, 41–49. https://doi.org/10.1016/j.ijhm.2017.09.010. [Google Scholar]
  2. Bagozzi, R.P., Yi, Y., and Phillips, L.W. (1991). Assessing construct validity in organizational research. Administrative Science Quarterly, 421–458. https://doi.org/10.2307/2393203. [Google Scholar]
  3. Balabanova, E., Efendiev, A., Ehrnrooth, M., and Koveshnikov, A. (2016). Job satisfaction, blat and intentions to leave among blue-collar employees in contemporary Russia. Baltic Journal of Management, 11(1), 21–43. https://doi.org/10.1108/BJM-03-2015-0079. [Google Scholar]
  4. Blau, G. (2000). Job, organizational, and professional context antecedents as predictors of intent for interrole work transitions. Journal of Vocational Behavior, 56(3), 330–345. https://doi.org/10.1006/jvbe.1999.1718. [Google Scholar]
  5. Bondarouk, T., Bos-Nehles, A., and Hesselink, X. (2016). Understanding the congruence of HRM frames in a healthcare organization. Baltic Journal of Management, 11(1), 2–20. https://doi.org/10.1108/BJM-02-2015-0035. [Google Scholar]
  6. Brinsfield, C.T., Edwards, M.S., and Greenberg, J. (2009). Voice and silence in organizations: Historical review and current conceptualizations. Voice and silence in organizations, 1. [Google Scholar]
  7. Burke, R.J., and Cooper, C.L. (2013). Voice and whistleblowing in organizations: Overcoming fear, fostering courage and unleashing candour: Edward Elgar Publishing. [Google Scholar]
  8. Cho, Y.-N., Rutherford, B.N., Friend, S.B., Hamwi, G.A., and Park, J. (2017). The Role of Emotions on Frontline Employee Turnover Intentions. Journal of Marketing Theory and Practice, 25(1), 57–68. https://doi.org/10.1080/10696679.2016.1235960. [Google Scholar]
  9. Chung, Y.W., and Yang, J.Y. (2017). The mediating effects of organization-based self-esteem for the relationship between workplace ostracism and workplace behaviors. Baltic Journal of Management, 12(2), 255–270. https://doi.org/10.1108/BJM-06-2016-0130. [Google Scholar]
  10. Ciftcioglu, A. (2010). The relationship between perceived external prestige and turnover intention: An empirical investigation. Corporate Reputation Review, 13(4), 248–263. https://doi.org/10.1057/crr.2010.22. [Google Scholar]
  11. Cohen, A., and Diamant, A. (2017). The role of justice perceptions in determining counterproductive work behaviors. The International Journal of Human Resource Management, 1–24. [Google Scholar]
  12. Cook, K.S., Cheshire, C., Rice, E.R., and Nakagawa, S. (2013). Social exchange theory Handbook of social psychology (pp. 61–88): Springer. https://doi.org/10.1007/978-94-007-6772-0_3. [Google Scholar]
  13. Dahling, J.J., Chau, S.L., Mayer, D.M., and Gregory, J.B. (2012). Breaking rules for the right reasons? An investigation of pro‐social rule breaking. Journal of Organizational Behavior, 33(1), 21–42. https://doi.org/10.1002/job.730. [Google Scholar]
  14. De Clercq, D., Azeem, M. U., Haq, I. U., and Bouckenooghe, D. (2020). The stress-reducing effect of coworker support on turnover intentions: Moderation by political ineptness and despotic leadership. Journal of Business Research, 111, 12–24. https://doi.org/10.1016/j.jbusres.2020.01.064. [Google Scholar]
  15. Dedahanov, A.T., Lee, D., Rhee, J., and Yusupov, S. (2016). An examination of the associations among cultural dimensions, relational silence and stress. Personnel Review, 45(3), 593–604. https://doi.org/10.1108/PR-08-2014-0189. [Google Scholar]
  16. Ducharme, L.J., and Martin, J.K. (2000). Unrewarding work, coworker support, and job satisfaction: A test of the buffering hypothesis. Work and Occupations, 27(2), 223–243. https://doi.org/10.1177/0730888400027002005. [Google Scholar]
  17. Dusek, G.A., Clarke, R., Yurova, Y., and Ruppel, C.P. (2016). Employee turnover in international brand hotels in Russia: A comparison of nationals and foreign nationals. Journal of East-West Business, 22(1), 51–75. https://doi.org/10.1080/10669868.2015.1126878. [Google Scholar]
  18. Erkutlu, H., and Chafra, J. (2019). Leader Machiavellianism and follower silence: the mediating role of relational identification and the moderating role of psychological distance. European Journal of Management and Business Economics, 28(3), 323–342. https://doi.org/10.1108/EJMBE-09-2018-0097. [Google Scholar]
  19. Fast, N.J., Burris, E.R., and Bartel, C.A. (2014). Managing to stay in the dark: Managerial self-efficacy, ego defensiveness, and the aversion to employee voice. Academy of Management Journal, 57(4), 1013–1034. https://doi.org/10.5465/amj.2012.0393. [Google Scholar]
  20. Gerbing, D.W., and Anderson, J.C. (1988). An updated paradigm for scale development incorporating unidimensionality and its assessment. Journal of Marketing Research, 186–192. https://doi.org/10.1177/002224378802500207. [Google Scholar]
  21. Gregory, B.T., Osmonbekov, T., Gregory, S.T., Albritton, M.D., and Carr, J.C. (2013). Abusive supervision and citizenship behaviors: exploring boundary conditions. Journal of Managerial Psychology, 28(6), 628–644. https://doi.org/10.1108/JMP-10-2012-0314. [Google Scholar]
  22. Hair, Sarstedt, M., Hopkins, L., and G. Kuppelwieser, V. (2014). Partial least squares structural equation modeling (PLS-SEM) An emerging tool in business research. European Business Review, 26(2), 106–121. https://doi.org/10.1108/EBR-10-2013-0128. [Google Scholar]
  23. Halbesleben, J.R. (2012). Positive coworker exchanges. Personal relationships. The effect on employee attitudes, behavior, and well-being, 107–130. [Google Scholar]
  24. Harlos, K., and Knoll, M. (2018). Employee Silence and Workplace Bullying. Pathways of Job-related Negative Behaviour, 1–29. https://doi.org/10.1007/978-981-10-6173-8_9-1. [Google Scholar]
  25. Harris, K.J., Harvey, P., and Kacmar, K.M. (2011). Abusive supervisory reactions to coworker relationship conflict. The Leadership Quarterly, 22(5), 1010–1023. https://doi.org/10.1016/j.leaqua.2011.07.020. [Google Scholar]
  26. Hofstede, G.H., Hofstede, G.J., and Minkov, M. (2005). Cultures and organizations: Software of the mind (Vol. 2). New York: McGraw-Hill. [Google Scholar]
  27. Hogreve, J., Iseke, A., Derfuss, K., and Eller, T. (2017). The service–profit chain: A meta-analytic test of a comprehensive theoretical framework. Journal of marketing, 81(3), 41–61. https://doi.org/10.1509/jm.15.0395. [Google Scholar]
  28. Holtz, B.C., and Harold, C.M. (2013). Interpersonal justice and deviance: The moderating effects of interpersonal justice values and justice orientation. Journal of Management, 39(2), 339–365. https://doi.org/10.1177/0149206310390049. [Google Scholar]
  29. Homans, G.C. (1958). Social behavior as exchange. American journal of sociology, 63(6), 597–606. https://doi.org/10.1086/222355. [Google Scholar]
  30. Howard, L.W., and Cordes, C.L. (2010). Flight from unfairness: Effects of perceived injustice on emotional exhaustion and employee withdrawal. Journal of Business and Psychology, 25(3), 409–428. https://doi.org/10.1007/s10869-010-9158-5. [Google Scholar]
  31. Hüffmeier, J., and Hertel, G. (2011). Many cheers make light the work: How social support triggers process gains in teams. Journal of Managerial Psychology, 26(3), 185–204. https://doi.org/10.1108/02683941111112631. [Google Scholar]
  32. Jensen, J.M., Patel, P.C., and Messersmith, J.G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699–1724. https://doi.org/10.1177/0149206311419663. [Google Scholar]
  33. Johnson, A., Nguyen, H., Groth, M., and White, L. (2018). Workplace aggression and organisational effectiveness: The mediating role of employee engagement. Australian Journal of Management, 43(4), 614–631. https://doi.org/10.1177/0312896218768378. [Google Scholar]
  34. Ju, D., Xu, M., Qin, X., and Spector, P. (2018). A Multilevel Study of Abusive Supervision, Norms, and Personal Control on Counterproductive Work Behavior: A Theory of Planned Behavior Approach. Journal of Leadership & Organizational Studies, https://doi.org/10.1177/1548051818806289. [Google Scholar]
  35. Kammeyer-Mueller, J.D., Simon, L.S., and Rich, B. L. (2012). The psychic cost of doing wrong ethical conflict, divestiture socialization, and emotional exhaustion. Journal of Management, 38(3), 784–808. https://doi.org/10.1177/0149206310381133. [Google Scholar]
  36. Kashif, M., Zarkada, A., and Thurasamy, R. (2017). Customer aggression and organizational turnover among service employees. Personnel Review. https://doi.org/10.1108/PR-06-2016-0145. [Google Scholar]
  37. Khalid, M., Bashir, S., Khan, A.K., and Abbas, N. (2018). When and how abusive supervision leads to knowledge hiding behaviors: An Islamic work ethics perspective. Leadership & Organization Development Journal, 39(6), 794–806. https://doi.org/10.1108/LODJ-05-2017-0140. [Google Scholar]
  38. Khan, A.K., Quratulain, S., and Crawshaw, J.R. (2013). The mediating role of discrete emotions in the relationship between injustice and counterproductive work behaviors: A study in Pakistan. Journal of Business and Psychology, 28(1), 49–61. https://doi.org/10.1007/s10869-012-9269-2. [Google Scholar]
  39. Kiewitz, C., Restubog, S.L.D., Shoss, M.K., Garcia, P.R.J.M., and Tang, R.L. (2016). Suffering in silence: Investigating the role of fear in the relationship between abusive supervision and defensive silence. Journal of Applied Psychology, 101(5), 731. https://doi.org/10.1037/apl0000074. [Google Scholar]
  40. Kim, Hur, W.-M., Moon, T.-W., and Jun, J.-K. (2017). Is all support equal? The moderating effects of supervisor, coworker, and organizational support on the link between emotional labor and job performance. BRQ Business Research Quarterly, 20(2), 124–136. https://doi.org/10.1016/j.brq.2016.11.002 [Google Scholar]
  41. Kim, Kim, M., and Yun, S. (2015). Knowledge sharing, abusive supervision, and support: A social exchange perspective. Group & Organization Management, 40(5), 599–624. https://doi.org/10.1177/1059601115577514 [Google Scholar]
  42. Kim, Moon, C.W., and Shin, J. (2018). Linkages between empowering leadership and subjective well-being and work performance via perceived organizational and co-worker support. Leadership & Organization Development Journal. https://doi.org/10.1108/LODJ-06-2017-0173 [Google Scholar]
  43. Knoll, M., Hall, R. J., and Weigelt, O. (2019). A longitudinal study of the relationships between four differentially motivated forms of employee silence and burnout. Journal of Occupational Health Psychology, 24(5), 572. https://doi.org/10.1037/ocp0000143. [Google Scholar]
  44. Knoll, M., and van Dick, R. (2013). Do I hear the whistle…? A first attempt to measure four forms of employee silence and their correlates. Journal of Business Ethics, 113(2), 349–362. https://doi.org/10.1007/s10551-012-1308-4. [Google Scholar]
  45. Lam, L.W., and Xu, A.J. (2019). Power imbalance and employee silence: The role of abusive leadership, power distance orientation, and perceived organisational politics. Applied psychology, 68(3), 513–546. https://doi.org/10.1111/apps.12170. [Google Scholar]
  46. Laschinger, H.K.S., and Fida, R. (2014). A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. European Journal of work and organizational psychology, 23(5), 739–753. https://doi.org/10.1080/1359432X.2013.804646. [Google Scholar]
  47. Law, A.K.-W. (2007). Hostility in the context of depression: Testing the relevance of perceived social ranking. University of Waterloo. [Google Scholar]
  48. Levin, K.A. (2006). Study design III: Cross-sectional studies. Evidence-based Dentistry, 7(1), 24–25. https://doi.org/10.1038/sj.ebd.6400375. [Google Scholar]
  49. Liao, Z., Peng, A.C., Li, W.-D., and Schaubroeck, J. (2016). Is Abuse Always Bad? A Latent Change Score Approach to Examine Consequences of Abusive Supervision. Paper presented at the Academy of Management Proceedings. https://doi.org/10.5465/ambpp.2016.235 [Google Scholar]
  50. Long, E.C., and Christian, M.S. (2015). Mindfulness buffers retaliatory responses to injustice: A regulatory approach. Journal of Applied Psychology, 100(5), 1409. https://doi.org/10.1037/apl0000019 [Google Scholar]
  51. MacNab, B., Brislin, R., Worthley, R., Galperin, B.L., Jenner, S., Lituchy, T.R., Tiessen, J.H. (2007). Culture and ethics management: Whistle-blowing and internal reporting within a NAFTA country context. International Journal of Cross Cultural Management, 7(1), 5–28. https://doi.org/10.1177/1470595807075167. [Google Scholar]
  52. Mannan, A., and Kashif, M. (2019). Being abused, dealt unfairly, and ethically conflicting? Quitting occupation in the lap of silence. Asia-Pacific Journal of Business Administration. https://doi.org/10.1108/APJBA-01-2019-0013. [Google Scholar]
  53. Martinko, M.J., Harvey, P., Brees, J.R., and Mackey, J. (2013). A review of abusive supervision research. Journal of Organizational Behavior, 34(S1). https://doi.org/10.1002/job.1888. [Google Scholar]
  54. Maslow, A. (1954). Motivation and personality. New York: Harper & Row. [Google Scholar]
  55. McGuire, G.M. (2007). Intimate work: A typology of the social support that workers provide to their network members. Work and Occupations, 34(2), 125–147. https://doi.org/10.1177/0730888406297313. [Google Scholar]
  56. Morrison, E.W. (2014). Employee voice and silence. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 1731–97. https://doi.org/10.1146/annurev-orgpsych-031413-091328. [Google Scholar]
  57. Mustafa, G., and Ali, N. (2019). Rewards, autonomous motivation and turnover intention: Results from a non-Western cultural context. Cogent Business & Management, 6(1), https://doi.org/10.1080/23311975.2019.1676090 [Google Scholar]
  58. Nohe, C., and Sonntag, K. (2014). Work–family conflict, social support, and turnover intentions: A longitudinal study. Journal of Vocational Behavior, 85(1), 1–12. https://doi.org/10.1016/j.jvb.2014.03.007. [Google Scholar]
  59. Paillé, P., Mejía-Morelos, J.H., Marché-Paillé, A., Chen, C.C., and Chen, Y. (2016). Corporate greening, exchange process among co-workers, and ethics of care: An empirical study on the determinants of pro-environmental behaviors at coworkers-level. Journal of Business Ethics, 136(3), 6556–6573. https://doi.org/10.1007/s10551-015-2537-0. [Google Scholar]
  60. Park, H., Hoobler, J.M., Wu, J., Liden, R. C., Hu, J., and Wilson, M.S. (2017). Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective. Journal of Business Ethics, 11–9. [Google Scholar]
  61. Pinder, C.C., and Harlos, K.P. (2001). Employee silence: Quiescence and acquiescence as responses to perceived injustice Research in Personnel and Human Resources Management, 3313–3369). Emerald Group Publishing Limited. [Google Scholar]
  62. Pretsch, J., Ehrhardt, N., Engl, L., Risch, B., Roth, J., Schumacher, S., and Schmitt, M. (2016). Injustice in school and students’ emotions, well-being, and behavior: A longitudinal study. Social Justice Research, 29(1), 1119–1138. https://doi.org/10.1007/s11211-015-0234-x. [Google Scholar]
  63. Rafferty, A.E., and Restubog, S.L.D. (2011). The influence of abusive supervisors on followers' organizational citizenship behaviours: The hidden costs of abusive supervision. British Journal of Management, 22(2), 2702–2785. https://doi.org/10.1111/j.1467-8551.2010.00732.x. [Google Scholar]
  64. Rai, A., and Agarwal, U.A. (2018). Workplace bullying and employee silence: A moderated mediation model of psychological contract violation and workplace friendship. Personnel Review, 47(1), 226–256. https://doi.org/10.1108/PR-03-2017-0071 [Google Scholar]
  65. Rainer, J., Schneider, J.K., and Lorenz, R.A. (2018). Ethical dilemmas in nursing: An integrative review. Journal of Clinical Nursing, 27(192–0), 3446–3461. https://doi.org/10.1111/jocn.14542. [Google Scholar]
  66. Rehman, W.U., Ahmad, M., Allen, M.M., Raziq, M.M., and Riaz, A. (2019). High involvement HR systems and innovative work behaviour: the mediating role of psychological empowerment, and the moderating roles of manager and co-worker support. European Journal of work and organizational psychology, 28(4), 525–535. https://doi.org/10.1080/1359432X.2019.1614563. [Google Scholar]
  67. Reknes, I., Glambek, M., and Einarsen, S.V. (2020). Injustice perceptions, workplace bullying and intention to leave. Employee Relations: The International Journal. https://doi.org/10.1108/ER-10-2019-0406. [Google Scholar]
  68. Richard, O.C., Boncoeur, O.D., Chen, H., and Ford, D.L. (2018). Supervisor abuse effects on subordinate turnover intentions and subsequent interpersonal aggression: The role of power-distance orientation and perceived human resource support climate. Journal of Business Ethics. https://doi.org/10.1007/s10551-018-4019-7. [Google Scholar]
  69. Saari, T., Melin, H., Balabanova, E., and Efendiev, A. (2017). The job demands and resources as antecedents of work engagement: Comparative research on Finland and Russia. Baltic Journal of Management, 12(2), 240–254. https://doi.org/10.1108/BJM-05-2016-0112. [Google Scholar]
  70. Schepers, J., and Nijssen, E.J. (2018). Brand advocacy in the frontline: how does it affect customer satisfaction? Journal of Service Management. https://doi.org/10.1108/JOSM-07-2017-0165. [Google Scholar]
  71. Scott, W., Milioto, M., Trost, Z., and Sullivan, M.J. (2016). The relationship between perceived injustice and the working alliance: a cross-sectional study of patients with persistent pain attending multidisciplinary rehabilitation. Disability and rehabilitation, 38(24), 2365–2373. https://doi.org/10.3109/09638288.2015.1129444. [Google Scholar]
  72. Scott, W., Trost, Z., Milioto, M., and Sullivan, M.J. (2013). Further validation of a measure of injury-related injustice perceptions to identify risk for occupational disability: a prospective study of individuals with whiplash injury. Journal of Occupational Rehabilitation, 23(4), 557–565. https://doi.org/10.1007/s10926-013-9417-1. [Google Scholar]
  73. Serenko, A., and Bontis, N. (2016). Negotiate, reciprocate, or cooperate? The impact of exchange modes on inter-employee knowledge sharing. Journal of Knowledge Management, 20(4), 687–712. https://doi.org/10.1108/JKM-10-2015-0394. [Google Scholar]
  74. Shafer, W.E. (2002). Ethical pressure, organizational-professional conflict, and related work outcomes among management accountants. Journal of Business Ethics, 38(3), 2612–73. [Google Scholar]
  75. Shantz, A., Alfes, K., and Latham, G.P. (2016). The buffering effect of perceived organizational support on the relationship between work engagement and behavioral outcomes. Human Resource Management, 55(1), 253–258. https://doi.org/10.1002/hrm.21653. [Google Scholar]
  76. Shantz, A., and Booth, J.E. (2014). Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations. Human Relations, 67(12), 1439–1465. https://doi.org/10.1177/0018726713519280. [Google Scholar]
  77. Shao, R., Rupp, D.E., Skarlicki, D. P., and Jones, K.S. (2013). Employee justice across cultures: A meta-analytic review. Journal of Management, 39(1), 263–301. https://doi.org/10.1177/0149206311422447. [Google Scholar]
  78. Tangirala, S., and Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate. Personnel Psychology, 61(1), 376–378. https://doi.org/10.1111/j.1744-6570.2008.00105.x. [Google Scholar]
  79. Tepper, B.J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178–190. https://doi.org/10.2307/1556375. [Google Scholar]
  80. Tian, Q., and Peterson, D.K. (2016). The effects of ethical pressure and power distance orientation on unethical pro‐organizational behavior: the case of earnings management. Business Ethics: A European Review, 25(2), 159–171. https://doi.org/10.1111/beer.12109 [Google Scholar]
  81. Valentine, S., Hollingworth, D., and Eidsness, B. (2014). Ethics-related selection and reduced ethical conflict as drivers of positive work attitudes: Delivering on employees’ expectations for an ethical workplace. Personnel Review, 43(5), 692–716. https://doi.org/10.1108/PR-12-2012-0207 [Google Scholar]
  82. Vemuri, S. (2019). Conceptualising Silence. Managing Silence in Workplaces, 232–239. https://doi.org/10.1108/978-1-78973-445-420191012. [Google Scholar]
  83. Vinogradova, E., and Kozina, I. (2011). Otnosheniia sotrudnichestva i konflikta v predstavleniiakh rossiiskikh rabotnikov [Relations of Cooperation and Conflict in the Representations of Russian Workers]. Sociological Studies, 9, 304–311. [Google Scholar]
  84. Vinokurova, N., Boltrukevich, V., and Naumov, A. (2017). 13 Leadership and change management. Leadership and Change Management: A Cross-Cultural Perspective. https://doi.org/10.4324/9781315591766-13. [Google Scholar]
  85. Wang, C.-C., Hsieh, H.-H., and Wang, Y.-D. (2020). Abusive supervision and employee engagement and satisfaction: the mediating role of employee silence. Personnel Review. https://doi.org/10.1108/PR-04-2019-0147. [Google Scholar]
  86. Whiteside, D.B., and Barclay, L.J. (2013). Echoes of silence: Employee silence as a mediator between overall justice and employee outcomes. Journal of Business Ethics, 116(2), 251–266. https://doi.org/10.1007/s10551-012-1467-3. [Google Scholar]
  87. Xu, Loi, R., and Lam, L.W. (2015). The bad boss takes it all: How abusive supervision and leader–member exchange interact to influence employee silence. The Leadership Quarterly, 26(5), 7637–74. https://doi.org/10.1016/j.leaqua.2015.03.002. [Google Scholar]
  88. Xu, Martinez, L.R., Van Hoof, H., Tews, M., Torres, L., and Farfan, K. (2018). The impact of abusive supervision and co-worker support on hospitality and tourism student employees’ turnover intentions in Ecuador. Current issues in Tourism, 21(7), 775–790. https://doi.org/10.1080/13683500.2015.1076771. [Google Scholar]
  89. Xu, Zhao, Y., Xi, M., and Li, F. (2020). Abusive supervision, high-performance work systems, and subordinate silence. Personnel Review. https://doi.org/10.1108/PR-01-2019-0029. [Google Scholar]
  90. Yousaf, A., Sanders, K., and Abbas, Q. (2015). Organizational/occupational commitment and organizational/occupational turnover intentions: A happy marriage? Personnel Review, 44(4), 470–491. https://doi.org/10.1108/PR-12-2012-0203. [Google Scholar]
  91. Zawadzki, M. (2018). Dignity in the workplace. The perspective of humanistic management. Journal of Management and Business Administration. Central Europe, 26(1), 1711–88. https://doi.org/10.7206/jmba.ce.2450-7814.224. [Google Scholar]
  92. Zeidan, S., and Itani, N. (2020). Cultivating Employee Engagement in Organizations: Development of a Conceptual Framework. Central European Management Journal, 28(1), 991–18. https://doi.org/10.7206/cemj.2658-0845.18. [Google Scholar]

Full metadata record

Cite this record

APA style

Kashif, Muhammad & Petrovskaya, Irina & Samad, Sarminah & Wijenayake, Shanika (2021). Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context. (2021). Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context. Central European Management Journal, 29(2), 121-146. https://doi.org/10.7206/cemj.2658-0845.48 (Original work published 6/2021AD)

MLA style

Kashif, Muhammad and Petrovskaya, Irina and Samad, Sarminah and Wijenayake, Shanika. “Leaving In Mascot Of Silence: Organizational Determinants Of Employee Turnover Intentions In Mediating And Moderating Roles Of Quiescent Silence And Coworker Support In A Russian Context”. 6/2021AD. Central European Management Journal, vol. 29, no. 2, 2021, pp. 121-146.

Chicago style

Kashif, Muhammad and Petrovskaya, Irina and Samad, Sarminah and Wijenayake, Shanika. “Leaving In Mascot Of Silence: Organizational Determinants Of Employee Turnover Intentions In Mediating And Moderating Roles Of Quiescent Silence And Coworker Support In A Russian Context”. Central European Management Journal, Central European Management Journal, 29, no. 2 (2021): 121-146. doi:10.7206/cemj.2658-0845.48.

Copyright info

copyright info

CC-BY

People also read: