Here is the synopsis of our sample research paper on Review of "An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover". Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 6 page paper reviewing and discussing this study of why nurses chose to leave their jobs in the mid-1990s. The paper discusses the general focus of the study but concentrates on assessing the authors' use of statistical analyses for appropriate tests, reliability and validity. Bibliography lists 4 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSstatArtRevEmp.rtf
Buy This Term Paper »
 
Unformatted sample text from the term paper:
Lee, Mitchell, Wise and Fireman (1996) provide a model of four decision paths from which employees choose to leave their jobs. The authors
characterize the four decision paths based on the level and extent of the mental deliberations involved in leading the employee to the decision to leave his employer.
Lee, et al. (1996) state that the four decision paths "describe quite different psychological processes of employee turnover, with each path unfolding over time" (p. 5).
The Decision Paths Decision Path #1 Decision Path #1 "describes a fairly automatic, simple, and script-driven process" (Lee, et al., 1996; p. 5)
involving minimal mental deliberations before the employee announces his decision to leave his employer. The authors state that a shock to the system "jars the employee (e.g., the small,
informal, West Coast software company where he or she works is purchased in a leveraged buyout by IBM) to interpret or construct a decision frame for the experienced shock and
its surrounding circumstances" (Lee, et al., 1996; p. 5). The employees decisions at the time result from personal reactions to personal history and conditions. It is "(a) a
shock, (b) a match with a rule or with previous decision situations, and (c) a script-driven decision" (Lee, et al., 1996; p. 5), more of a reaction than the result
of conscious thought. Decision Path #2 Decision Path #2 also is the result of a shock to the system, but one that does
not have a close match in the employees memory or past. It involves more conscious thought than Decision Path #1, but relatively little more. The authors provide an
...