David G. Allen mostly deals with Social psychology, Turnover, Organizational commitment, Job satisfaction and Organizational behavior. His Social psychology study often links to related topics such as Public relations. His work on Voluntary turnover as part of general Turnover study is frequently linked to Embeddedness, therefore connecting diverse disciplines of science.
David G. Allen works mostly in the field of Organizational commitment, limiting it down to topics relating to Negative relationship and, in certain cases, Moderation and Organizational effectiveness, as a part of the same area of interest. His studies in Job satisfaction integrate themes in fields like Organizational performance, Human resource management, Knowledge management and Retention Management. He has included themes like Test and Mass media in his Organizational behavior study.
The scientist’s investigation covers issues in Social psychology, Turnover, Voluntary turnover, Public relations and Knowledge management. His work on Organizational commitment, Job embeddedness, Job satisfaction and Personality as part of general Social psychology research is frequently linked to Embeddedness, thereby connecting diverse disciplines of science. His specific area of interest is Organizational commitment, where David G. Allen studies Perceived organizational support.
His Job satisfaction study frequently intersects with other fields, such as Industrial and organizational psychology. His Turnover study integrates concerns from other disciplines, such as Job performance, Demographic economics, Human resource management and Employee retention. Public relations is closely attributed to Human capital in his work.
His main research concerns Social psychology, Voluntary turnover, Job embeddedness, Turnover and Economic growth. The study incorporates disciplines such as Nomological network and Scale in addition to Social psychology. His Voluntary turnover research integrates issues from Identity, Conservation of resources theory and Moderation.
The Turnover study combines topics in areas such as Business administration, Centrality, Demographic economics and Employee retention. His work carried out in the field of Employee retention brings together such families of science as Social network, Job performance, Job satisfaction, Organizational commitment and Social influence. David G. Allen has researched Socialization in several fields, including Onboarding, Locus of control, Behavioral ethics and Best practice.
David G. Allen mainly investigates Economic growth, Latin Americans, Management research, Conceptualization and Work. He has included themes like Customer needs and Knowledge management in his Conceptualization study.
This overview was generated by a machine learning system which analysed the scientist’s body of work. If you have any feedback, you can contact us here.
Factor Retention Decisions in Exploratory Factor Analysis: a Tutorial on Parallel Analysis
James C. Hayton;David G. Allen;Vida Scarpello.
(2004)
The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process
David G. Allen;Lynn M. Shore;Rodger W. Griffeth.
(2003)
Retaining Talent: Replacing Misconceptions With Evidence-Based Strategies
David G. Allen;Phillip C. Bryant;James M. Vardaman.
(2010)
The effects of perceived organizational support and perceived supervisor support on employee turnover.
Carl P. Maertz;Rodger W. Griffeth;Nathanael S. Campbell;David G. Allen.
(2007)
Meta-Analytic Review of Employee Turnover as a Predictor of Firm Performance
Julie I. Hancock;David G. Allen;Frank A. Bosco;Karen R. McDaniel.
(2013)
Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover
David G. Allen.
(2006)
Web-based recruitment: effects of information, organizational brand, and attitudes toward a Web site on applicant attraction.
David G. Allen;Raj V. Mahto;Robert F. Otondo.
(2007)
Turnover intentions and voluntary turnover: the moderating roles of self-monitoring, locus of control, proactive personality, and risk aversion.
David G. Allen;Kelly P. Weeks;Karen R. Moffitt.
(2005)
Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees
David G. Allen;Linda Rhoades Shanock.
(2013)
The effects of negative affectivity, hierarchical status, and self-determination on workplace victimization
Karl Aquino;Steven L. Grover;Murray Bradfield;David G. Allen.
(1999)
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