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Employee Turnover: A Meta-Analysis and Review With Implications for Research
Abstract
Studies of employee turnover are reviewed using meta-analytic techniques. The findings indicate that almost all of the 26 variables studied relate to turnover. The findings also indicate that study variables including population, nationality, and industry moderate relationships between many of the variables and turnover. It is suggested that future research on employee turnover: (1) report study variables, (2) continue model testing rather than simply correlating variables with turnover, and (3) incorporate study variables into future models. [ABSTRACT FROM AUTHOR] Copyright of Academy of Management Review is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
... This desire is carried out voluntarily or based on their own will or involuntarily (Syara & Syah, 2022). According to (Cotton & Tuttle, 1986) the factors that influence the desire to leave or change jobs are divided into three categories, namely external factors in the form of unemployment rates, job opportunities, and so on. Then work factors in the form of organizational commitment, job satisfaction, and others. ...
Employee performance factors such as work-life balance, job satisfaction, and job embeddedness have an impact on turnover intention. This research aims to see whether the phenomena of PT Telkom's achievements are directly proportional to turnover intention or vice versa. Using quantitative methods by collecting data through questionnaires, the research results show that work-life balance, job satisfaction, and job embeddedness influence turnover intention partially or simultaneously. This study has limitations in the scope of the sample which is limited to PT Telkom employees and does not cover other external variables that can affect turnover intention. For further research, it is recommended that the scope of the sample be expanded by creating clusters for top, middle, and lower management.
... (Heneman, 2016). Turnover is referred as an individual's estimated probability that they will stay or not stay in an employing organization (Cotton & Tuttle, 2016). A number of terms have been used for employee turnover, such as quits, attrition, exits, mobility, migration or succession (Morrell, 2014). ...
This research study investigated effect of employee turnover on organization performance in the telecommunication industry in Nigeria. Employee turnover' as a term is widely discussed subject matter in business sphere. Organizations nowadays spend a lot of money to retain their valuable employees. But still employees leave their organizations and join new ones. There are various reasons for which employees leave their jobs. This study was carried at MTN Nigeria across five states. The population of the study comprised of 235 staff of MTN Nigeria operating in Oyo State; Kano state; Enugu state; River's state and Ogun state. A total enumeration technique was used. A 6-point Likert type scale format questionnaire was used to collect primary data. A total of 235 copies of questionnaire were distributed to the employees of NCBs, of which 216 were found flawless to yield a response rate of almost 94%. A pilot study was conducted to test the questionnaire. The questionnaire had a Cronbach alpha coefficient range from 0.751 to 0.873 suggesting that the instrument was reliable. Regression tests were applied to determine the contribution of each independent variable in organisational performance. The results show that employee turnover measures have significant effects on organisational performance. Besides this, all the independent variables have significant contributions in organisational performance. However, the most significant variable is the employee autonomy (0.641 contributions) due to which employees intend to quit a job. Finally, it is recommended MTN Nigeria proper counselling should be considered as a tool for building desired employee behaviours towards achieving an expected level of performance. Furthermore, MTN Nigeria should improve the working conditions within the organization.
... For example, (lacking) supervisor support can be considered just one of many relevant characteristics in employees' overall work design Parker et al., 2017). A more holistic view on employees' jobs and potential turnover reasons includes much more motivational, social, and contextual job characteristics that go beyond the supervisor's sphere of control (Cotton & Tuttle, 1986;Humphrey et al., 2007). It is also interesting to note that meta-analyses report links between leadership behavior and employees' turnover intentions (Chiaburu & Harrison, 2008;Gerstner & Day, 1997)-however, the association between leadership behavior and actual turnover was less clear in the same analyses, indicating that other factors may be important as well when it comes to the actual turnover decision (Breevaart et al., 2022). ...
The claim that people quit bosses is common on career websites and has even entered academic articles. From an approach-avoidance lens, the boss adage suggests that voluntary turnover is about escaping from somebody negative, which neglects potential approach-oriented reasons. We organize common turnover reasons within the motivational framework of approach and avoidance and explore whether and to what extent avoidance-oriented turnover reasons (among them boss issues) really outweigh approach-oriented ones. Leveraging different data sources—a systematic literature review, an online survey, and exit interviews—we also pursue a combinational approach and discuss findings from a measurement perspective. Overall, findings suggest that avoidance-related turnover reasons are somewhat more important than approach-oriented reasons. Stress (due to work overload) emerged as the most important avoidance-related reason, followed by boss issues. Yet, these two reasons were rarely employees’ sole turnover reasons. Avoidance- and approach-oriented reasons often occurred in combination, and approach-related reasons such as the opportunity for advancement elsewhere were sometimes equally or even more important. Further, approach-oriented reasons related to advancement were more salient in exit interviews, and boss issues were more salient in employee online-reviews of their former employers. Altogether, we conclude that the boss adage is too much of a simplification of the complex reality of approach-and-avoidance-related turnover reasons. We further conclude that turnover reasons should be understood considering their assessment purpose and that it is meaningful to consider different combinations and types of leaving. Finally, we present ideas on how future research can utilize the approach-avoidance-perspective on turnover reasons.
... Originally helping him deal with personal loss, a male LGU Tubigon teacher remarked that he finally pursued another career route. These stories support the conclusions of Cotton and Tuttle (1986) that human circumstancesincluding family and personal motives-impact job turnover. ...
Teacher attrition and migration are common occurrences in educational institutions worldwide. Many people will move jobs within their chosen profession or even leave that profession entirely during their professional lives. When teachers move between schools, it is called migration, and when they leave the teaching profession, the term is attrition. The main thrust of the study is to explore the reasons for teacher attrition and migration among the Bohol Association of Catholic Schools of the Diocese of Tagbilaran as they attrit to other organizations or migrated from teaching in private to public school institutions. The study employed a qualitative approach and the five OECD evaluation criteria to gather data to solve the research topics. The study was conducted in the selected member schools of the Bohol Association of Catholic Schools of the Diocese of Tagbilaran. The study identified the informants' schools where the teacher-respondents previously taught and likewise identified the public schools and other organizations where the teachers attrit and migrated. The teacher-informants themed their reasons for attrition and migration into three, and these are personal motive, financial motive, and future motive. The majority of the five teacher-informants interviewed regarding the reasons for their attrition cited personal motives as the primary cause while four teacher-informants agreed that the financial motive is the main reason they migrated to public school. In terms of relevance, they all feel the relevance of the programs, policies, and benefits from their current past and current organizations.
Tujuan dari artikel ini untuk mengeksplor pengaruh kepuasan kerja karyawan di RSU Swasta di Kota Metro, dengan menggunakan konstruk variabel internal marketing dan financial reward. Konstruk internal marketing sebagai variabel mediasi dalam interaksi ini financial reward melalui internal marketing memberikan pengaruh positif terhadap kepuasan kerja karyawan dan para medis pada RSU swasta di Kota Metro. Artikel ini mengadop metodologi penelitian kuantitatif, deskriptif, cross sectional serta dengan menggunakan metode nonprobability sampling. Pengumpulan data dengan menggunakan kuesioner, obyek penelitian di empat rumah sakit swasta di Kota Metro diantaranya RSU Muhammadiyah, RSU Islam, RSU Mardi Waluyo, RSU AMC. Melibatkan karyawan dan para medis sebanyak 240 responden di RSU swasta di Kota Metro.Pemodelan persamaan struktural dipergunakan untuk memverifikasi pengaruh yang diprediksi dalam penelitian ini. Hasil penelitian menunjukkan bahwa financial rreward memberikan pengaruh positif dan signifikan pada job satisfaction, internal marketing berpengaruh positif dan signifikan, financial reward melalui internal marketingberpengaruh positif dan sinigfikan pada job satisfaction, selanjutnya job satisfaction pada turnover intentons berpengaruh negatif. Penelitian ini memperluas pemahaman tentang interaksi dan ruang lingkup internal marketing, dengan tujuan mengeksplorasi peran mediasi, interaksi yang terjadi antara perilaku karyawan dan para medis di empat RSU swasta di Kota Metro.Kata kunci: Internal marketing, Job Satisfaction, Turnover Intentions, RSU Swasta, Mediasi.
The study aims to develop an optimal turnover intention prediction model through training, including explanatory variables that have causal relationships with early-career turnover intention in the public sector. This study employs job-related factors, organization system factors, and socio-psychological factors, using the Public Employee Perception Survey data. According to the result, the random forest prediction model provides a better fit to predict early-career turnover intention and most variables of the importance index of turnover intention are P-O fit, P-J fit, satisfaction with the welfare benefits system, and HR, job satisfaction, autonomy, education, and prospects. This study provides policy implications and future direction to decrease early-career turnover intention in the public sector in South Korea.
The performance and the growth of any company depends a lot on its employees. Therefore all organizations have Human Resource Department which deals with all the activities related to employees. Attrition is a pretty high in the industries these days which acts as a major problem It"s a prominent issue which highlights in all the organizations. Though the term "ATTRITION" is common, many would be unable to define what actually Attrition is. Attrition is, "Attrition is said to be the gradual reduction in the number of employees through retirement, resignation or death. It can also be said as Employee Turnover or Employee Defection." As a result of attrition a vacuum is created, whenever a well-trained and well-adapted employee leaves the organization. So, the organization suffers a loss in key skills, knowledge and business relationships.The aim of the apt managers and personnel administrators is to reduce attrition in the organization in such a way that it will contribute to the maximum effectiveness, progress and growth of the organization. Retaining employees is a critical and continuing effort. Employees require strengthening,motivation and acknowledgment to grow and remain satisfied in their positions. Managers must recognize this and understand that establishing such fundamentals prove their objectives to support nature and encourage their employees.
The literature review on "Employee Turnover" serves as a compass guiding researchers through the vast expanse of existing knowledge on this critical organizational phenomenon. By surveying and synthesizing previous studies, theories, and findings, the literature review illuminates the landscape of employee turnover, highlighting key factors, trends, and methodologies that have shaped our understanding. Within this review, researchers traverse through the myriad factors contributing to turnover, ranging from individual characteristics and job satisfaction to organizational culture and leadership styles. They navigate the complexities of turnover models and theories, examining frameworks such as the Job Embeddedness Theory or the unfolding model of turnover. Ultimately, the literature review on employee turnover is not just a preliminary exercise but a foundational pillar of the research endeavor. It shapes the research questions, informs the theoretical framework, guides the methodological approach, and sets the stage for contributing new knowledge to the field. In essence, it is both a tribute to the collective wisdom of past scholarship and a springboard for advancing our understanding of this crucial aspect of organizational behavior. With this perspective, this paper explores the various views of the past researchers on employee turnover and a curious analysis of their different focuses while studying the same phenomenon. Employee turnover has been one of the most intriguing problems for the industry ever since the Second World War. The hunt for the right person is one tough task, and retaining him/her is tougher. Hence, there is a vast pool of research in the area on various facets of the problem.
explores the pivotal success factors within the Indian Information Technology (IT) industry, focusing on human resources, strategic planning, and governmental policies. The rapid expansion of the Indian IT sector has led to a growth in the IT talent pool, significantly influencing the trajectory of IT organizations. The critical elements of talent attraction, management, and retention play a central role in shaping the future of these organizations. Talent management, a cornerstone organizational function, encompasses recruiting individuals for specific roles, fostering their growth, and empowering them to achieve organizational goals. Recognizing employees as valuable assets is essential, as their treatment fundamentally defines organizational success. Elevated employee engagement establishes positive emotional connections, fostering passionate contributors, innovative problem-solving teams, superior coordination, and enhanced employee well-being.
In the Fast-Moving Consumer Goods (FMCG) industry, employee empowerment and organizational commitment
significantly contribute to product innovation as well as marketing strategy while they collectively influence
consumer loyalty. This paper investigates those relationships. The rapidly evolving FMCG industry requires
innovation to maintain a competitive edge and drive growth. Research Methodology: The aim is to ascertain the
degree to which employees' empowerment, staff members' organizational commitment, and customer retention can
lead to the realization of marketing and product innovations. The research utilizes a survey and analysis of Fast
Moving Consumer Goods (FMCG) companies to study these important aspects and their relationships in detail.
Instead, the results suggest that empowering employees significantly increases organizational commitment, which in
turn stimulates product innovation and, coincidentally, boosts marketing. Innovations are important to clients
because they impact the people who will use them, and we all appreciate when products align with our specific
needs and preferences. This work suggests a comprehensive approach that integrates strategic innovation projects
with human resource management. The FMCG industry faces significant managerial and policy. These findings on
customer retention, which focus on empowerment, commitment, innovation, and the actual goods of the section,
provide valuable insights for both managers in this sector and policymakers. f the section. Though the FMCG sector
of India has to face a tough race, implementing policies supporting employees and ensuring organizational
commitment are sure-shot means of long-term success. These results can lead to a growing customer base and
sustained evolution.
Keywords: Fast-Moving Consumer Goods (FMCG), Employee empowerment, Organizational commitment,
Innovation
Data on organizational commitment, job satisfaction, lateness behavior, unauthorized absence behavior, voluntary employee turnover, and biographical and situational information were obtained for 406 employees of an engineering plant in England. Results suggest the need for examination of the impact of behavior on affect. It is concluded that the generalized notion of "withdrawal" is misleading and that a redirection of research in this area both through methodological improvements and theoretical innovation is needed. (57 ref)
Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction. (36 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Critically examines research over the past 10-12 yrs concerning factors related to turnover and absenteeism in work situations. On a general level, overall job satisfaction was consistently and inversely related to turnover. In an effort to break down the global concept of job satisfaction, various factors in the work situation were analyzed as they related to withdrawal behavior. 4 categories of factors, each representing 1 "level" in the organization, were utilized: organization-wide factors, immediate work environment factors, job-related factors, and personal factors. Several variables in each of the 4 categories were found to be related fairly consistently to 1 or both forms of withdrawal. An attempt is made to put the diverse findings into a conceptual framework centering around the role of met expectations. Methodological considerations and future research needs are also discussed. (83 ref.)
This research investigates the impact of certain structural characteristics of organization upon employee attitudes and behavior. It was formulated for two reasons: (1) the need recently suggested by administrative theorists to re-evaluate organization structure as a determinant of organization behavior, and (2) the need to provide suggestions to administrators of growing enterprises. Three hypotheses were formulated on the basis of theoretical speculations. These hypotheses describe the expected impact of organization size upon employee attitudes and how these, in turn, affect employee behavior. The areas investigated were: (1) the direction and extent to which size affects employee attitudes and the related mechanisms mediating this effect, (2) the area of work most affected by increasing size, and (3) the direction and extent to which employee attitudes at work influence behavior in the organization.
This research study attempted to determine if perceptions of inequity are associated with turnover among hourly employees. Inquiries were made about inequitable treatment through the use of a questionnaire which included questions pertaining to pay, supervision, leadmen, security, advancement, working conditions, intrinsic aspects of the job, and social aspects of the job. A stratified random sample of the employees from high-turnover and low-turnover shops was chosen for the study, and a statistical test made of the differences in the perceptions of inequity. The study supports the theory that perceptions of inequity are among the reasons for turnover, and it indicates some of the specific kinds of inequitable treatment perceived to be in existence in the particular environment studied.
Establishment data on labor turnover and household data on job movement and labor market exit are used to distinguish between male and female quitting to exit the labor force and quitting to move to another job. Quitting to exit is larger for females and quitting to move to another job is larger for males. Total female quitting is usually larger than male quitting, while male quitting is more variable. For both sexes, age is nonmonotonically related to the level of quits, and higher earnings decrease the level of quits. The relationships of quit level and variability to age and earnings are different between men and women.
In a constructive replication and extension of previous research, the relative importance of individual (personality and professional attitudes) versus organizational (professional reward system and tenure) variables in predicting job satisfaction and turnover was investigated for the case of professionals. Support among a sample of computer specialists was found for the notion that, among professionals, individual variables are more important than organizational factors in predicting satisfaction with the work itself; but individual variables often played a major role in satisfaction with contextual aspects of the job as well. Organizational factors were found to be significantly predictive of satisfaction with all aspects of the job, but were the only significant predictors of turnover. Thus the importance of organizational factors over individual factors for professionals was supported more clearly for the behavioral outcome, turnover, than for attitudinal outcomes.
A model of the turnover process is developed by synthesizing three turnover models: those of Price and Mobley and the model which has developed around the organizational commitment variable. This model is tested via path analysis and is generally supported. An attempt to cross-validate the new model also provided reasonable support Jor it.