1986 COTTON & TUTTLE Employee Turnover-A Meta-Analysis (original) (raw)
The past, present and future of Employee Turnover Research
Given the widespread research on the area of voluntary employee turnover in the past decade as well as new managerial approaches to employee retention, labour market dynamism, and evolution in research methodology and technology, it is imperative for researchers to evaluate the current state of the field. It is generally shown that in the traditional attitude turnover model, the process of employees' volunteer turnover is the reversed transformation process of employees' retention psychology and behaviours, mainly consisting of four sectors (Lee and Mitchell, 1999): first is the quit process resulting from job dissatisfaction; then, employees' search for substitutable jobs before turnover; is evaluation on such substitutable jobs; and result is occurrence of turnover behaviour. Finally, an integrative model of the relationship is put forward which argues that performance character may lead to withdraw tendency even turnover behaviour through four different routes with the introduction of the Job-Coupling variable. The main objective of this study is to illustrate the evolution of turnover research from its modest beginnings to the multifaceted research stream it has become.
A Systematic Review on Importance of Employee Turnover with Special Reference to Turnover Strategies
Irish Interdisciplinary Journal of Science & Research (IIJSR) , 2022
This studies targets to apprehend the reasons of worker turnover and retention techniques in a business enterprise. Key studies findings suggest that personnel have numerous motives to go away their workplaces, including activity strain, activity pride, activity security, motivation, wages, and rewards. Furthermore, worker turnover has a large effect on a business enterprise because of the prices related to worker turnover and may negatively affect the productiveness, sustainability, competitiveness, and profitability of a business enterprise. However, the business enterprise need to apprehend the wishes of its personnel, with the intention to assist agencies, undertake positive techniques to enhance worker overall performance and decrease turnover. Thus, imposing techniques will growth activity pride, motivation and the productiveness of people and agencies that may lessen employment issues, absenteeism, and worker turnover. In a HR setting, turnover or work turnover is the rate at which a business gains and loses representatives. Basic method for portraying it are "the way lengthy workers will generally remain" or "the pace of traffic through the rotating entryway." Turnover is estimated for individual organizations and for their industry all in all. Assuming a business is said to have a high turnover comparative with its rivals, it implies that representatives of that organization have a more limited typical residency than those of different organizations in a similar industry. High turnover might be hurtful to an organization's efficiency in the event that gifted labourers are much of the time leaving and the specialist populace contains a high level of fledgling labourers. Unreasonable turnover can be an expensive issue, one with a significant effect on efficiency. One firm had a turnover pace of over 120% each year. It cost the organization $1.5 million a year in lost efficiency, expanded preparing time, expanded worker determination time, lost work productivity, and other roundabout expenses. Yet, cost isn't the main explanation turnover is significant. Extended preparing times, hindered plans, extra time, botches, and not having educated representatives set up are a portion of the disappointments related with over the top turnover. Turnover rates normal around 16% each year for all organizations, yet 21% each year for IT companies.54 Computer organizations normal higher turnover on the grounds that their representatives have numerous potential chances to change occupations in a "hot" industry. Many investigations show that organizations with low turnover rates are very representative situated. Representative situated associations request info and contribution from all workers and keep a valid "open-entryway" strategy. Workers are given open doors for progression and are not obsessively hovered over. Workers accept they have a voice and are perceived for their commitment.
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 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.
An Organization-Level Analysis of Voluntary and Involuntary Turnover
Academy of Management Journal, 1998
Although there are many individual-level models of turnover, little research has examined the effects of human resource management practices on quit rates and discharge rates at the organizational level. This study used organization-level data from 227 organizations in the trucking industry to explore this issue. Results show that human resource management practices predict quit rates and discharge rates hut that the determinants of each are quite different. Implications are derived and directions for future research suggested.
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.
The Coexistence of factors affecting labour Turnover - A systematic Review
2023
Simamora (2006) stated that human resources are the most crucial aspect in business activity that has the greatest direct impact on a company's profitability and growth. Attracting and maintaining outstanding individuals, as well as investing in their capabilities, are critical for organisational success (Ribeiro-Soriano & Urbano, 2010; Antoncic & Hisrich, 2001). To preserve organisational effectiveness and sustainability, organisations are striving to retain their key employees (Baruah & Ward, 2015; Menzel et al., 2007). However, labour turnover is seen as a major problem that has the potential to negatively impact organisational performance (Steers et al.,2012). Labour turnover can signify an inevitable instability and create various organisational problems for top management and HR professionals. The motivation theories state that numerous factors dictate the stay or leave intention of an employee, as an organisation is an amalgamation of individuals with different values, needs and life situations, the study sets out to assess the coexistence of factors affecting turnover. The study focuses on assessing the generational factors that lead to turnover, the impact of person-organisation mismatch and the non-fulfilment of psychological contact on turnover. A systematic review was conducted ,46 articles were pre-selected and 23 were analysed. The result reveals that both specific and common work values exist among the generational cohorts and that person-organisation fit and the fulfilment of psychological contract are 4 COEXISTENCE OF FACTORS AFFECTING LABOUR TURNOVER important for stay intention. The thesis also highlights the most significant determinants of turnover and confirms the coexistence of factors that affect turnover. This study is significant to Academia, Business Leaders, and HR Professionals as it provides a better understanding of the factors that lead to turnover and how they coexist
Turnover and Retention Research
Given the extensive research on the topic of voluntary employee turnover in the past decade as well as new managerial approaches to employee retention, labor market dynamism, and evolution in research methodology and technology , it is important that researchers evaluate the current state of the field. In
Comparing Turnover Drivers: Differences and Similarities in Two Economic Sectors
Mediterranean Journal of Social Sciences, 2014
In this study employee turnover drivers in two organizations from different economic sectors are compared. A mixed method design, comprising of a questionnaire survey, semi-structured interviews and focus groups discussions, was used to collect data from two stratified sample of participants and key informants in a public and a private sector organization. Organizational documents were mined for secondary data on turnover rates. The results of the study show a high overall employee turnover rate in the public sector organization and an acceptable rate of turnover in the private sector organization. The difference in turnover rates is mainly attributed to the high turnover rate for younger employees in the public sector organization. The turnover rate for females in this organization is also exceptionally high. Job dissatisfaction in both organizations is attributed to poor compensation, better job offers elsewhere and a lack of promotional opportunities. Turnover in the public sector organization is also ascribed to poor working conditions, and to problems with supervision and interpersonal relationships. The costs and impact of job dissatisfaction on the productivity, efficiency and service delivery is more severe in the public sector organization. A number of human resource practices are recommended to manage employee retention.
Antecedents of Employee Satisfaction and its impact on Job Turnover AUTHORS
Although various research, studies have been conducted to understand the concept of employee satisfaction but still organizations are unable to capture those variables that affect the employee satisfaction the most. The purpose of this study is to find out the factors that affect employee satisfaction and how much is the intensity. Specifically, we took employee empowerment, workplace environment and pay & promotion as the antecedents to see their impact on employee satisfaction and further the impact of employee satisfaction on employee turnover. A questionnaire was developed in order to collect the data for understanding the employee satisfaction level in various organizations. Convenient sampling was used to collect the data and 150 questionnaires were filled from the employees of different private and public organizations. Statistically, association of employee empowerment and workplace environment with employee satisfaction showed significant results, but the relationship between pay and promotion and employee satisfaction was somewhat insignificant. Furthermore, the effect of employee satisfaction on turnover intention of employees was also significant. This study will help the managers and organizations to better understand about the satisfaction level of employees and how they can motivate their employees to perform their job efficiently and effectively.
To examine the relationship between job satisfaction and employee turnover
ABSTRACT Job satisfaction played an important role to employees’ turnover because it would lead employee resigned when their job satisfaction is low. The results indicate human resources practice a positively and significantly correlated with job satisfaction. On the other hand human resources practice and job satisfaction are negatively and significantly correlated with turnover. Turnover affects the cost of operations and drains the organisation of inherent implicit knowledge. To manage these effects, job satisfaction and turnover relationships have been studied. However, only moderate results have been obtained, a situation blamed on the exclusion of individual difference factors, and other relationships involving these factors. Using data from 40 employees of Vodacom Tanzania (senior and Junior indusive), the relationship between job satisfaction and turnover intention was evaluated. Job satisfaction was found to have a direct negative relationship with turnover intention. Intrinsic and extrinsic satisfaction moderated this relationship, such that participants, who were low in their satisfaction had greater tendency to exit the organisation even at high levels of job satisfaction. These results indicate that the effect of job satisfaction on turnover can be enhanced in two ways; namely, when employees find congruence between their job and their self identity, and when involved in such jobs enhances their overall job satisfaction. Consequently, Human resource managers will be challenged to place a high priority on job design, and develop policies that help employees to balance their work and non work involvements so as to enhance their overall job satisfaction
“Cause, Effect and Remedies of Employee Turnover”: A Critical Literature Review
2020
"Employee Turnover" is a familiar term in today's organization, it means percentage of employees leaving work place and replaced by new employees. This is a very sensitive and highly challenging field for the management to control and regulate A few study have been made on this topic to know the causes of turnover in different organizational prospective. It is observed that the rate of turnover fluctuates in different workplaces according to the circumstance but the motives behind are relatively comparable. The researchers in this literature study tried to high lights the different causes of turnover, their affect on organization and suggest some remedial measures to overcome voluntary employee turnover by referring number of research articles. This specific study follows a status quo model of literature review, which allows the reader to understand the recent trends and practices to reduce turnover of employees in the organizational practices.
Demographics and Turnover Intentions: Can there be Any Link?
Annals of Contemporary Developments in Management & HR, 2020
Employee turnover intentions is referred amongst some of the most important areas of focus of employees since the past two decades. Therein, much of the studies have remained focused on a variety of different individual and organizational elements to understand what potentially predict employee turnover intentions and how to manage it. In comparison, little is known pertaining to the demographic factors and their relationship with employee turnover intentions. Through appraising extant literature on demographic factors such as age, gender, marital status and education, the present study offers a critical insight to researchers to understand the potential of these factors in predicting turnover intentions. The article offers unique scholarly presentation of prior studies indicating the prominence of demographic factors and their role in predicting several entities and how they could be of similar vitality when it comes to employee turnover intentions. The article offers critical insi...
Employee Turnover, 2025
Employee turnover remains a significant challenge for organizations globally, affecting productivity, financial performance, and organizational stability. This systematic review synthesizes research from 2000 to 2024, addressing employee turnover from a holistic perspective, integrating psychological, organizational, and economic factors. Unlike previous reviews, this study eliminates selection bias by including seminal works alongside contemporary studies. The review also examines qualitative insights, ethical concerns in AI-driven turnover prediction, policy implications, and empirical validation through aggregated turnover statistics. Additionally, this study integrates findings on work stress as a major antecedent of turnover, with job satisfaction and organizational commitment serving as key mediating variables.
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.
Employee Turnover and Organization Performance: A Comparative Study
Training and Development Journal, 2019
This survey based descriptive research work has been undertaken as a comparative study to examine and differentiate the perception of administrators towards the impact of employee turnover on organization performance. This study has sampled 40 administrators (20 from private multi speciality hospitals and 20 from private single speciality hospitals) using both convenient and judgement sampling methods. Primary data have been collected by a constructed questionnaire along with personal discussion. Percentage method has been administered to analyse the profile of the respondents. Mean, standard deviation and coefficient of variation have been administered to examine and differentiate the impact of employee turnover of nurses on organization performance. The research has found the perception of administrators working in both kinds of organizations towards impact of employee turnover of nurses is equal. This study has given suitable suggestions to control and prevent turnover of nurses.