The past, present and future of Employee Turnover Research (original) (raw)
Related papers
Objective-High voluntary turnover rate has become the focus of most employers and scholars in related fields. Although employers have attempted to use a variety of retention strategies to retain qualified and skilled employees, the turnover rate remains high in the vast majority of industries around the world. Methodology/Technique-Past studies are concerned mostly with employees' external demands such as salaries, fringe benefits, work conditions and less focus has been given on the importance of employees' internal needs based on psychological capital. Therefore, there is a need to perform a study on the turnover from this perspective as it is crucial not only to retain the individual but also to ensure their contentment and satisfaction are fulfilled by their organizations. Findings-This paper undertakes a review of existing literature which specifically addresses the perspectives of individual psychology, and simultaneously explains the relationship between the two psychological factors (namely psychological capital and person-environment fit) and the turnover intention with the mediating effect of job satisfaction. Novelty-The arguments are presented to emphasize the needs to carry out this study.
Review of Literature on Employee Turnover
Indian Journal of Applied Research, 2011
The issue of staff turnover has been the subject of growing interest in many organizations around the world. Indeed, it turns out that a significant part of these organizations were forced, at a certain stage of their development, to raise the issue. In this respect, organizations should be alerted to the rate of voluntary staff turnover because of the negative impacts it could have on the performance of their activities. The purpose of this article is to carry out a literature review on the various theoretical factors and trends that explain the phenomenon of voluntary turnover.
Trends in employee turnover– A paradigm shift in research perspective
Considering the extensive research on the topic of voluntary employee turnover in the past 10 years as well as new managerial outlook to employee retention, labor market dynamism, and evolution in research methodology and technology, it is critical that researchers evaluate the current state of the field. In the past decades, turnover research has experienced substantial theoretical expansion. Specifically, the last decade was characterized by seven major trends: (1) new individual difference forecast of turnover; (2) an extended focus on stress-and change-related attitudes (3) empirical research on the unfolding model; (4) more focus on contextual variables with an emphasis on interpersonal relationships (5) an enhanced focus on factors related to staying (6) a dynamic modelling of turnover processes with the consideration of time and (7) increasing our understanding of previously identified relationships. This study focuses on exploring the intricacies of the new turnover trends and analyzes the impact of these trends on the future of turnover research. Turnover Research from 1995 until the Present In the past 10 years, turnover research has gone through considerable theoretical expansion. The last decade was characterized by seven major trends: (1) new individual difference forecast of turnover; (2) an extended focus on stress-and change-related attitudes (3) empirical research on the unfolding model; (4) more focus on contextual variables with an emphasis on interpersonal relationships (5) an enhanced focus on factors related to staying (6) a dynamic modelling of turnover processes with the consideration of time and (7) increasing our understanding of previously identified relationships. Even though there are more theoretical constructs to explain turnover, there is less theoretical consensus among the researchers and still a relatively small amount of overall variance in turnover explained. The result we believe is that the field of study is richer, but perhaps farther from a unified view of the turnover process than ever before. Trend 1: Individual Differences Studies that investigated individual difference predictors of turnover have looked at both direct effects and moderators. According to Barrick and Zimmerman (2005), personality may be operating directly on whether one leaves his or her job. He found out that self-confidence and decisiveness combined with bio-data measured during the recruitment process were negatively associated with turnover. Articles by Pelled and Xin (1999) and Thoresen, Kaplan and Barsky (2003) suggest that negative affectivity is likely to result in higher intentions to leave and actual turnover. Study of Allen, Moffit and Weeks (2005) points to the moderating influences of individual differences. They demonstrated that low self monitors and employees with low risk aversion were more likely to translate their intentions to leave into actual turnover. Maertz and Campion (2004) combined content and process models of turnover by proving that their previously developed eight turnover motive forces (affective, calculative, contractual, behavioural, alternative, normative, moral, and constituent forces)are systematically related to four turnover decision types (impulsive, comparison, pre-planned and conditional quitters) such that different groups of quitters are stimulated by different forces. They claim to have identified the eight proximal causes of turnover cognitions and suggest that these causes
Review and conceptual analysis of the employee turnover process
Psychological Bulletin, 1979
Research on employee turnover since the Porter and Steers analysis of the literature reveals that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment are consistently and negatively related to turnover. Generally, however, less than 20% of the variance in turnover is explained. Lack of a clear conceptual model, failure to consider available job alternatives, insufficient multivariate research, and infrequent longitudinal studies are identified as factors precluding a better understanding of the psychology of the employee turnover process. A conceptual model is presented that suggests a need to distinguish between satisfaction (present oriented) and attraction/expected utility (future oriented) for both the present role and alternative roles, a need to consider nonwork values and nonwork consequences of turnover behavior as well as contractual constraints, and a potential mechanism for integrating aggregate-level research findings into an individual-level model of the turnover process.
The impact of job performance on employee turnover intentions and the voluntary turnover process
The impact of job performance on employee turnover intentions and the voluntary turnover process: A meta-analysis and path model If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
A review of the literature on employee turnover
African Journal of Business Management, 2007
Employee turnover" as a term is widely used in business circles. Although several studies have been conducted on this topic, most of the researchers focus on the causes of employee turnover but little has been done on the examining the sources of employee turnover, effects and advising various strategies which can be used by managers in various organisations to ensure that there is employee continuity in their organisations to enhance organizational competitiveness. This paper examines the sources of employee turnover, effects and forwards some strategies on how to minimize employee turnover in organisations.
Zenodo (CERN European Organization for Nuclear Research), 2023
A skilled and experienced workforce gives an organization a competitive advantage. Organizations that can persuade their most valuable asset, the employee, to stay employed over a prolonged period drastically improve their chance of survival and enjoy continued success; however, convincing them to stay is one of the toughest challenges for managers. Furthermore, replacing key employees is very costly, and organizations must develop a fully consolidated policy that entices their employees to stay employed and committed to the organizational strategic plans. This study aims to critically analyze the various studies on reducing voluntary employee turnover, highlight factors responsible for employee departure, and the initiatives that can be applied to persuade them to stay. Recent devastating natural disasters, the raging effects of the covid 19 pandemic, technological enhancement, innovation, and globalization have brought stiff competition for a skilled and knowledgeable workforce. As the study is descriptive, several secondary articles are analyzed to summarize and synthesize fragmented knowledge and organize the literature review in a terse format. Therefore, the literature review will present traditional and contemporary strategies for reducing voluntary employee turnover. Additionally, more emphasis is put on factors such as the leadership style of superiors, ability to exercise control concerning decision-making and problemsolving, desire for career advancement and skills development, conducive working environments, and everincreasing aspiration for retention of key employees.
Voluntary Turnover: What We Measure and What It (Really) Means
In this paper, we run regression analyses to explain voluntary turnover intentions with data from more than 5,000 employees and with about 250 explanatory variables. The findings of our multi-factor approach highlight the fact that previous empirical research might have over-estimated the impact and significance of many factors. We show the relevance of the so-called omitted variable bias to our findings and present an empirical approach to gain estimations that are more accurate. Our approach can estimate in detail the relevance of different factors from the following categories: (a) employees’ satisfac-tion, (b) industry, (c) firm size, (d) status and position, (e) commuting and working hours, (f) income, incentives and fairness, (g) career development, (h) health, (j) political orientation, (k) demographics, and (l) personality traits.
THE IMPACT OF JOB SATISFACTION, PERCEIVED AVAILABILITY OF JOB ALTERNATIVE ON TURNOVER INTENTION
Turnover is a phenomenon, which every organization deals with. When less productive employees voluntarily quit their job, it can be functional for an organization. Conversely, when highly desirable employees decide to leave, it can have a significant negative impact on the organization. Recruitment costs, training costs, low productivity, loss of critical knowledge and operational disruptions can decrease organizational effectiveness
Effective Strategy for Solving Voluntary Turnover Problem among Employees
Procedia - Social and Behavioral Sciences, 2014
Managing high employee turnover is critical for any organization in order to stay competitive. This paper attempts to discuss the key factors that may contribute to employees' voluntary turnover behaviour. This study recommends that the white goods company improves on the mechanisms for addressing the causes of employee turnover to improve employee retention. This study can help to determine some of the factors that can affect employee turnover. This study may propose to top management of the white goods company a better solution in dealing with the problem of employee turnover.