Managers' Performance Appraisal. Often, managerial performance includes the development of employee commitment and loyalty to the organization. It is only a small inferential leap to envision that a portion of the manager's performance appraisal could include the development of employees' commitment and loyalty as a formally evaluated component. Monitoring shocks, images, and fit could easily be incorporated into a "development" dimension on a manager's formal performance appraisal.
In prior presentations, we focused on the theoretical and research implications of the UMVET (e.g., Lee & Mitchell, 1991, 1994a, 1994b). In those papers, we concluded that only a surface understanding had been achieved and that much more remained for the academic scholar; that judgment still holds. Here, we considered some applied implications, and two conclusions appear evident. First, only a surface understanding of the applied value for the UMVET has been achieved. Managers and applied researchers may gain considerable insight on voluntary employee turnover from further study of the UMVET. Second, the old adage, "the best tool is good theory," may also provide wise guidance. In order to achieve even greater understanding of voluntary employee turnover, managers and applied researchers might also try to improve the UMVET.
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