Research on the Prediction of Employee Turnover Behavior and Its Interpretability

2021 ◽  
Author(s):  
Zhe Tao ◽  
CiSheng Wu ◽  
ShuPing Zhao
Keyword(s):  
Employee Turnover ◽  
Turnover Behavior

Research Issues of Exploring the Link Between Turnover Intention and Turnover Behavior with Organization’s Motivation Profile

2015 ◽  
Author(s):  
Lusine Koshetsyan
Keyword(s):  
Content Analysis ◽  
Case Studies ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Main Theme ◽  
Research Issues ◽  
Key Variables ◽  
Turnover Behavior ◽  
And Training ◽  
Over Time

Employee turnover has always been a problem for both employees and employers. Replacing employees may be costly, both in recruiting and training employees to obtain satisfactory levels of performance over time. The main theme discussed in the paper is turnover intention and it’s connection with organization’s motivation profile. High levels of employee turnover may decrease the quality and stability of services that organizations provide and as a result, that will increase client dissatisfaction with the services provided by the organization. That’s why it is very important for organizations to control their turnover percentage. The purpose of the study is to analyze the turnover intention based on key variables and connect them with organization’s motivation profile. The main principal objectives in the research are: to differentiate factors that influence employee turnover; to reduce turnover by changing organization’s motivation profile.In the research as main methods content analysis, interviewing and case studies will be used. A survey will be conducted, questioners to collect information from respondents will be made. And as mentioned, for data collection case studies, interviewing will be used.

Is turnover contagious? The impact of transformational leadership and collective turnover on employee turnover decisions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jinuk Oh ◽  
Nita Chhinzer
Keyword(s):  
Transformational Leadership ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Negative Relationship ◽  
Empirical Support ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact ◽  
Turnover Behavior ◽  
Collective Turnover

PurposeThis study addresses three research questions related to employee turnover: (1) does transformational leadership act as a pull-to-stay factor for employees? (2) How well does turnover intention predict actual turnover behavior? (3) Does collective turnover moderate the link between turnover intentions and turnover behaviors?Design/methodology/approachLatent moderated structural equation modeling was employed with longitudinal and multi-source data from car dealerships located in the Seoul Capital Area, South Korea.FindingsThe results indicate a negative relationship between transformational leadership and turnover intentions and a positive relationship between turnover intentions and turnover behavior. Furthermore, the results provide empirical support for turnover contagion as a mechanism triggering turnover intentions into turnover behavior in the workplace.Originality/valueThis study provides a timely and novel contribution to the areas of leadership and employee turnover due to the underexplored research area of transformational leadership, the growing body of literature that questions the fixed assumption in employee turnover studies and the increasing interest in collective turnover. Importantly, existing research has examined the concept of collective turnover from a quantity perspective, aggregating individual turnover to group levels. This study provides a more nuanced, comprehensive evaluation of the quality of turnover, by considering the impact of performance contribution aspects of turnover at the business unit level.

Effects of Multiple Employment Mobility Measures on Retail Employee Turnover

2005 ◽  
Author(s):  
Kristin Charles ◽  
J. Alison Dezsofi ◽  
Robert R. Sinclair ◽  
James E. Martin
Keyword(s):  
Employee Turnover

Review of Literature on Employee Turnover

2011 ◽  
Vol 4 (2) ◽  
pp. 25-3
Author(s):  
Dr. Ipseeta Satpathy ◽  
◽  
Debi Prasad Das
Keyword(s):  
Employee Turnover ◽  
Review Of Literature

EMPLOYEE RETENTION IN A HIGHER EDUCATION INSTITUTION: AN ORGANISATIONAL DEVELOPMENT PERSPECTIVE

2015 ◽  
Vol 37 (2) ◽  
pp. 33-63 ◽  
Author(s):  
B J Erasmus ◽  
A Grobler ◽  
M Van Niekerk
Keyword(s):  
Higher Education ◽  
Employee Turnover ◽  
Intent To Stay ◽  
Education Institution ◽  
Cross Sectional Study ◽  
Highly Qualified ◽  
Cross Sectional ◽  
High Performing ◽  
Organisational Climate ◽  
Talent Retention

Talent retention and employee turnover are major concerns for higher education institutions (HEIs) because they are losing highly qualified staff to the private sector and to other HEIs that are able to offer better rewards and benefits. The turnover of talented staff is therefore a major concern for the institution under investigation. The retention and voluntary turnover decisions among a workforce of 4 651 employees was thus investigated. A quantitative cross-sectional study was conducted by means of the objective analysis of organisational data in combination with the structured questionnaire (organisational climate survey). Descriptive and inferential statistics were applied to analyse the data across demographic groups, including age, employment category (academic as well as professional and support), etc. The results indicated that the institution’s turnover rate was acceptable (4.34%) and that dysfunctional turnover was marginal because employees with below-standard performance ratings had voluntarily resigned. Positive correlations and significant beta (b) values were reported between Organisational citizenship, Leadership, My manager and Compensation and the employees’ intent to stay in or to leave the organisation. These organisational climate factors were found to explain approximately 30 per cent of the variance in the employees’ intent to stay in or to leave the organisation. The article recommends that a talent retention tool be developed. In addition, it contributes to the literature on retention and turnover of high-performing employees, as it underscores the importance of measuring employee turnover

The Relationship Among Job Satisfaction, Oreganizational Commitiment and Employees’ Turnover at Unilever Corporation in Nigeria

2017 ◽  
Vol 5 (1) ◽  
pp. 370
Author(s):  
Chiemeke Kingsley Chiedu ◽  
Choi Sang Long ◽  
Hapriza BT Ashar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Pearson Correlation ◽  
Negative Relationship ◽  
Survey Method ◽  
Employee Turnover Intentions ◽  
The Relationship

Employee turnover has become a key performance indicator for many organizations as they struggle to retain talented employees. The negative impact of turnover on organizational performance has continually forced organizational leaders to seek better ways of retaining valuable employees. The relationship between man and work has always attracted the attention of philosophers. A major part of men’s life is spent at work. Work is social reality and social expectation to which men seem to conform. It not only provides status to the individual but also binds him to the society. An employee who is satisfied with his job would perform his duties well and be committed to his job, and subsequently to his organization. This paper examines relationship among job satisfaction, organizational commitment and employees’ turnover intentions at Unilever Corporation in Nigeria. The data for this study was collected from 117 employees currently working at Unilever Nigeria PLC using the survey method via the questionnaire. Pearson Correlation and the multiple regression analysis techniques using the SPSS version 22.0 was used for the data analysis. The findings of the study revealed that both job satisfaction and organizational commitment have significant negative relationship with employee turnover intentions. In addition, organizational commitment was revealed to have a more dorminant influence on employee turnover intentions than job satisfaction. Based on these findings, the implications, recommendations, practice, and theory were discussed.

Team Pay Inequality: Pay Disparity in Large Teams Increases Employee Turnover by Reducing Job Control.

2018 ◽  
Author(s):  
Jon Jachimowicz ◽  
Christopher To ◽  
Oliver P Hauser
Keyword(s):  
Financial Services ◽  
Employee Turnover ◽  
Large Scale ◽  
Job Attitudes ◽  
Organizational Outcomes ◽  
Job Control ◽  
Organizational Attribute ◽  
Pay Dispersion ◽  
Pay Inequality ◽  
Control Work

Pay dispersion is a core organizational attribute, but its’ relationship to employee turnover is relatively unclear. We propose this is the case because prior research suffers from two limitations: (1) it neglects how pay dispersion impacts employees’ psychological attitudes toward their job, and (2) it assumes that teams are homogenous, disregarding that variations in team characteristics shape how employees experience pay dispersion. The current research addresses these shortcomings by drawing on job demand-control theories to investigate how pay dispersion shapes employees’ job attitudes, and explicitly incorporates one aspect of team heterogeneity, team size variations. More specifically, our core proposition is that team pay inequality, i.e., the pay dispersion of employees within a team, reduces employees’ job control—their perceived capability to control work—particularly when teams are larger. This, in turn, makes it more likely employees in large unequal teams leave their organization. Two unique large-scale archival and survey datasets from a technology (N = 881) and financial services company (N = 22,816) provide support for our hypotheses. The current research thus offers a novel perspective on pay dispersion: salary differences within teams fundamentally shape employees’ job attitudes—particularly their job control—and thus determine important organizational outcomes.

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