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Traditionally, organizations and researchers have focused on learning that occurs through formal training and development programs. However, the realities of today's workplace suggest that it is difficult, if not impossible, for organizations to rely mainly on formal programs for developing human capital. This volume offers a broad-based treatment of autonomous learning to advance our understanding of learner-driven approaches and how organizations can support them. Contributors in industrial/organizational psychology, management, education, and entrepreneurship bring theoretical perspectives to help us understand autonomous learning and its consequences for individuals and organizations. Chapters consider informal learning, self-directed learning, learning from job challenges, mentoring, Massive Open Online Courses (MOOCs), organizational communities of practice, self-regulation, the role of feedback and errors, and how to capture value from autonomous learning. This book will appeal to scholars, researchers, and practitioners in psychology, management, training and development, and educational psychology.

Although there has been a notable increase in research on the effect of social relationships on turnover across different disciplines, including management, sociology, communication, applied psychology, corporate strategy, and economics over the past two decades, this stream of research has not been complied into a thorough and theoretically insightful review. In this article, we review and integrate the literature on social relationships and turnover by (a) defining social relationships broadly; (b) taking an interdisciplinary approach; (c) examining relational components embedded in turnover theories; (d) summarizing findings on the association between behavioral, structural, and psychological features of social relationships and turnover; (e) explaining how the findings can contribute to extant turnover theories; (f) discussing operationalizations of social relationships; (g) identifying limitations of prior research and theories; and (h) providing directions for future research. Our review charts what is known and unknown about the association between social relationships and turnover with the goal of laying out a path for moving forward.

Employee turnover rates are among the highest for entry-level employees in the hospitality industry. Research focused on identifying the antecedents of turnover in this employment context has been limited, however. To address this gap in the literature, the present study examined the impact of coworker support on turnover with a sample of 188 servers from a national restaurant chain. Specifically, this study assessed the impact of coworker instrumental support and coworker emotional support on turnover. The results demonstrated that coworker emotional support was negatively related to turnover. However, coworker instrumental support was positively related to turnover, counter to the hypothesized relationship. This counterintuitive finding leads us to consider the role of coworker support on turnover in a new light.