000			01751naa a2200193uu 4500
001			8060219370310
003			OSt
005			20231018145054.0
008			080602s2008 xx ||||gr |0|| 0 eng d
100	1		_916671 _aMoynihan, Donald P.
245	1	0	_aThe ties that bind : _bsocial networks, person-organization value fit, and turnover intention
260			_aNew York : _bOxford University, _capr. 2008
520	3		_aThis article examines the influence of social networks and value congruence on turnover intention among public and nonprofit employees. We argue that employees exist in social networks inside and outside their organization, and these networks shape employee attitudes and behavior. To illustrate this theory, we use turnover intention. A strong and positive intraorganizational social network characterized by good relations with and a sense of obligation toward other staff is hypothesized to make it more likely that employees will stay. A strong social network external to the organization is hypothesized to increase the opportunities that employees have to leave. Our findings offer strong support for the role of intraorganizational networks, but relatively weak support for the effect of external networks. We also propose that person-organization (P-O) fit shape turnover intention. Our results suggest that employees who experience a strong P-O fit in terms of value congruence are more likely to offer a long-term commitment
700	1		_aPANDEY, Sanjay K _98096
773	0	8	_tJournal of Public Administration Research and Theory - JPART _g18, 2, p. 205-227 _dNew York : Oxford University, apr. 2008 _xISSN 10531858 _w
942			_cS
998			_a20080602 _b1937^b _cTiago
998			_a20120521 _b1033^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26535 _d26535
041			_aeng