Alex L Rubenstein
Biographic Data
| ID | 4626408 |
|---|---|
| NAME | Alex L Rubenstein |
| GIVEN NAMES | Alex L |
| FAMILY NAME | Rubenstein |
| SIGNATURE | RUBENSTEIN A L |
| AFFILIATIONS | University of Central Florida |
| ORCID | 0000-0002-6786-2663 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 8 |
| WORKS AS AUTHOR | 7 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2010 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 2 |
The Role of Attitudes in Work Behavior
The relationship between work attitudes such as satisfaction and commitment and behaviors such as task effort, citizenship behavior, absenteeism, job search, and turnover is a perennial focus of organizational research. Over time we have learned a great deal about why, how, and when attitudes predict work behavior, but new questions and theories continue to proliferate. With this review, we aim to synthesize existing organizational literature on …
The interactive effects of socialization tactics and work locus of control on newcomer work adjustment, job embeddedness, and voluntary turnover
Previous research has tended to focus on general best practices for onboarding organizational newcomers. In this study, we shift the conversation to instead address the question: for whom are certain socialization tactics more or less beneficial? Whereas institutionalized socialization tactics provide considerable structure intended to reduce uncertainty and help newcomers adjust, less is known about whether and how individual psychological diffe…
Work-home and home-work conflict and voluntary turnover
Surveying the forest
Recent narrative reviews (e.g., Hom, Mitchell, Lee, and Griffeth, 2012; Hom, Lee, Shaw, and Hausknecht, 2017) advise that it is timely to assess the progress made in research on voluntary employee turnover so as to guide future work. To provide this assessment, we employed a three‐step approach. First, we conducted a comprehensive meta‐analysis of turnover predictors, updating existing effect sizes and examining multiple new antecedents. Second, …
Embedded” at hire? Predicting the voluntary and involuntary turnover of new employees
Embeddedness theory has been invoked to describe factors that constrain employee turnover, such as fit with the environment, interpersonal links, and potentially sacrificed benefits. In contrast with previous assumptions that embeddedness requires considerable time to develop on the job, we extend theory by demonstrating how biographical characteristics (i.e., biodata), assessed at or before the point of hire, are related to individual's propensi…
Support, Undermining, and Newcomer Socialization
While much organizational socialization occurs through interpersonal interactions, evidence regarding how these processes unfold over time has not been forthcoming. Results from a 14-wave longitudinal study with a sample of 264 organizational newcomers show that support of newcomers from coworkers and supervisors declines within the first 90 days of employment. Early support and undermining had more significant relationships with work outcomes as…
The Other Side of Method Bias
Common source bias has been the focus of much attention. To minimize the problem, researchers have sometimes been advised to take measurements of predictors from one observer and measurements of outcomes from another observer or to use separate occasions of measurement. We propose that these efforts to eliminate biases due to common source variance create serious problems. To demonstrate the problems of using what we term the "distinct sources" m…
The interactive effects of socialization tactics and work locus of control on newcomer work adjustment, job embeddedness, and voluntary turnover
Previous research has tended to focus on general best practices for onboarding organizational newcomers. In this study, we shift the conversation to instead address the question: for whom are certain socialization tactics more or less beneficial? Whereas institutionalized socialization tactics provide considerable structure intended to reduce uncertainty and help newcomers adjust, less is known about whether and how individual psychological diffe…
Embedded” at hire? Predicting the voluntary and involuntary turnover of new employees
Embeddedness theory has been invoked to describe factors that constrain employee turnover, such as fit with the environment, interpersonal links, and potentially sacrificed benefits. In contrast with previous assumptions that embeddedness requires considerable time to develop on the job, we extend theory by demonstrating how biographical characteristics (i.e., biodata), assessed at or before the point of hire, are related to individual's propensi…
The Other Side of Method Bias
Common source bias has been the focus of much attention. To minimize the problem, researchers have sometimes been advised to take measurements of predictors from one observer and measurements of outcomes from another observer or to use separate occasions of measurement. We propose that these efforts to eliminate biases due to common source variance create serious problems. To demonstrate the problems of using what we term the "distinct sources" m…
Support, Undermining, and Newcomer Socialization
While much organizational socialization occurs through interpersonal interactions, evidence regarding how these processes unfold over time has not been forthcoming. Results from a 14-wave longitudinal study with a sample of 264 organizational newcomers show that support of newcomers from coworkers and supervisors declines within the first 90 days of employment. Early support and undermining had more significant relationships with work outcomes as…
Surveying the forest
Recent narrative reviews (e.g., Hom, Mitchell, Lee, and Griffeth, 2012; Hom, Lee, Shaw, and Hausknecht, 2017) advise that it is timely to assess the progress made in research on voluntary employee turnover so as to guide future work. To provide this assessment, we employed a three‐step approach. First, we conducted a comprehensive meta‐analysis of turnover predictors, updating existing effect sizes and examining multiple new antecedents. Second, …
Embedded” at hire? Predicting the voluntary and involuntary turnover of new employees
Embeddedness theory has been invoked to describe factors that constrain employee turnover, such as fit with the environment, interpersonal links, and potentially sacrificed benefits. In contrast with previous assumptions that embeddedness requires considerable time to develop on the job, we extend theory by demonstrating how biographical characteristics (i.e., biodata), assessed at or before the point of hire, are related to individual's propensi…
Work-home and home-work conflict and voluntary turnover
The interactive effects of socialization tactics and work locus of control on newcomer work adjustment, job embeddedness, and voluntary turnover
Previous research has tended to focus on general best practices for onboarding organizational newcomers. In this study, we shift the conversation to instead address the question: for whom are certain socialization tactics more or less beneficial? Whereas institutionalized socialization tactics provide considerable structure intended to reduce uncertainty and help newcomers adjust, less is known about whether and how individual psychological diffe…
The Role of Attitudes in Work Behavior
The relationship between work attitudes such as satisfaction and commitment and behaviors such as task effort, citizenship behavior, absenteeism, job search, and turnover is a perennial focus of organizational research. Over time we have learned a great deal about why, how, and when attitudes predict work behavior, but new questions and theories continue to proliferate. With this review, we aim to synthesize existing organizational literature on …
Job Satisfaction and Organizational Behavior (6 works) · Psychology (6 works) · Social Psychology (6 works) · Management (5 works) · Turnover (5 works) · Economics (3 works) · Embeddedness (3 works) · Job embeddedness (3 works) · Social Psychology (3 works) · Sociology (3 works)