When coworkers and managers quit: The effects of turnover and shared values on performance

Kristen M. Watrous, Ann H. Huffman, Robert D. Pritchard

Research output: Contribution to journalArticlepeer-review

50 Scopus citations


We examined the relationship between work unit, direct management, and overall management turnover and performance improvement following an intervention in fifty work units in multiple organizations in eight countries. Direct management turnover was negatively related to performance improvement, while work unit and overall management turnover were not. We also investigated shared values as a moderator of the turnover-performance relationship and found that high shared values buffered the negative effect of overall management turnover on performance improvement. The results are noteworthy, as they point to the importance of examining turnover at different organizational levels and identifying moderators of the turnover-performance relationship.

Original languageEnglish (US)
Pages (from-to)103-126
Number of pages24
JournalJournal of Business and Psychology
Issue number1
StatePublished - Sep 2006


  • Performance
  • Shared values
  • Turnover

ASJC Scopus subject areas

  • Business and International Management
  • General Business, Management and Accounting
  • Applied Psychology
  • General Psychology


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