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141 p. Lawler, John Kwon, Ki-Wook 2015-09-28T16:04:00Z 2015-09-28T16:04:00Z 10000-01-01 2009 2009 This dissertation includes three separate but interrelated papers. I attempt to examine the relationships among human resource systems, high performers' organizational commitment and turnover, and firm performance at the individual as well as organizational levels. First, I show that high performance (commitment) work systems influence organizational commitment of high performers at the individual level. Second, I report that high performer turnover mediates the relationship between high performance work systems and firm performance at the organizational level. Third, I argue and empirically show that high performer turnover could be detrimental for firm performance, but the degree of human resource investment in employee training and development and firm reputation could moderate the relationship between high performer turnover and firm performance. Made available in DSpace on 2015-09-28T16:04:00Z (GMT). No. of bitstreams: 2 license.txt: 4848 bytes, checksum: 96035ab3f5e1c23cc7138a224ce498bd (MD5) 3363137.pdf: 1536314 bytes, checksum: fe988d6b557cf4edffeaebc5c2ac5edf (MD5) Previous issue date: 2009 Embargo set by: Seth Robbins for item 88764 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs U of I Only Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2009. http://hdl.handle.net/2142/87483 (MiAaPQ)AAI3363137 eng Psychology, Industrial Human Resource Management, High Performer Turnover, and Firm Performance text Human Resources and Industrial Relations Human Resources and Industrial Relations University of Illinois at Urbana-Champaign Dissertation Ph.D.