Theory Of Turnover Research Articles

Evolutions and paths: Voluntary employee turnover theories in search of new empirical tests

The retention of human capital remains a vital point of interest for both organizations and scholars today, as it has for over a century. While many models of voluntary turnover exist, we identify two turnover theories, Steel's (2002) Evolutionary Job Search Model of Turnover and Lee and Mitchell's Unfolding Model of Turnover, that we believe offer significant opportunities for future research. In this editorial, we review these two theories, highlighting the impact of each and offering several recommendations for future replication. Specifically, after reviewing 183 articles that cited Steel, we found that only a few of these directly tested the core propositions of the model, likely due to the complexity of the challenges of sufficiently capturing the dynamic components, and none have fully tested the model. Additionally, despite being published only six years prior, we identified 748 articles that cited Lee and Mitchell, yet we found that only 127 empirically examined the model, with most focused on specific components of the model, and only 15 attempted to test the entire model. We provide several methodological and theoretical suggestions for progressing these two models towards a better understanding of voluntary turnover.

Why do aged care employees leave? Two explanations compared.

The aim of the study was to compare the explanatory power of the dissatisfaction-based account of aged care employee turnover against that of Lee and Mitchell's (1994) unfolding theory of turnover. Mixed method prospective cohort study with three waves of employee survey data and an exit interview drawn from employees of a large Australian not-for-profit aged care provider. Independent t tests and mediated logistic regression analyses were conducted. Final sample: nStayers at Wave 3=138; nLeavers by Wave 3=42). The classic dissatisfaction-based theory accounts for 19% of actual leavers. The five unfolding theory exit pathways accounted for 73.8% of all leavers. Stayers had the same dissatisfaction as leavers. Shock-based turnover (40.5% of all leavers) was more common than dissatisfaction-based turnover (33.5%). An additional 11.9% of leavers resigned to retire from paid work. Dissatisfaction-based theory provided a relatively weak explanation of aged care turnover in this organisation. The unfolding theory provided a better and more nuanced account of employee leaving. Unfolding theory exit interviews will assist aged care employers to better identify organizationally specific exit patterns and assist in finding appropriate organizational solutions to employee turnover. This paper provides the first direct comparison of two explanations of aged care employee turnover and provides guidance to better retention at a time of labour shortage.

The Unfolding Model of Voluntary Turnover: An Analysis and Evaluation.

Background and Purpose: Hospital nurse turnover is a global concern. This author aims to analyze and evaluate the unfolding model of voluntary turnover (UMVT) theory, initially theorized by Lee and Mitchell in 1991, to determine its current usage related to nursing turnover. Methods: A literature search was conducted using the search phrases "unfolding theory of turnover" and "unfolding model of voluntary turnover" to identify empirical evidence. Full-text, English-only journals that primarily utilized the UMVT theory on nurses or other service industries were selected for inclusion. Of the 57 articles identified, 11 were deemed appropriate for analysis. The six steps outlined by Walker and Avant (2019) were used for theory analysis, while Bedow's (2017) points of internal and external criticisms were used to evaluate the theory. Results: The UMVT theory has been tested on a variety of populations, including nurses. This has resulted in new insights into profession-specific turnover and understanding one's decision-making process related to turnover. Despite its decreased usage in the past decade, this theory still underscores benefits for hospital administrators to better understand nursing turnover. Although this theory is not currently ideal for explaining turnover in all populations, such as new graduate nurses or more irrational decision-makers, continued testing of the theory may provide new knowledge regarding voluntary turnover in nursing and highlight areas for refinement. Implications for Practice: The UMVT theory has demonstrated an ability to understand turnover in a variety of professions but remains underresearched internationally. Therefore, new opportunities to test this theory globally are present.

Effects of M&A Type on Top Management Turnover: Moderating Role of Industry Similarity & Target Experience

Based on samples of domestic and inbound merger and acquisitions (M&A) in the United States from 2010 to 2020, this study explores whether different M&A types have differing effects on the turnover rates of CEOs and non-CEO top management teams (TMT) in target firms. The study contributes to the antecedent theory of top management turnover. The results showed that, compared with domestic M&As, cross-border M&As reduced the turnover rate of CEOs and non-CEO teams. Furthermore, in technology-intensive cross-border M&As, industry similarity had an obvious negative moderating effect on decreasing CEO turnover rates, and the M&A experience of the target firms had a positive moderating effect on reducing the overall turnover rate in the target TMT.

‘The Devil I Know’: Explaining Police Officer Intention to Transfer to Another Department

Abstract Police workforce management has persisted as a major organizational concern. Numerous compelling historical and organizational factors have contributed to smaller numbers of qualified or even interested applicants for police agencies to choose from, and disrupted police career longevity and even police services overall. To address their staffing needs, a growing number of organizations have increasingly shifted their focus to recruiting existing sworn and experienced officers from other departments. While there is increasing concern about officers transferring across organizations, little research has examined officer intentions to move laterally within the police profession, why officers choose to stay or leave, and the implications for staffing. Using theories of cross-organizational turnover from career psychology and a robust sample of more than 600 officers from 8 police agencies, this paper explores the impact of compensation, organizational values, perceptions of supervisors, and career advancement opportunities on officers’ intentions to pursue lateral transfers. Results indicated that compensation had limited influence on intentions to leave and that organizational characteristics exhibited much stronger relationships. Suggestions for keeping officers and assisting recruits in finding their potential organizational fit, impressions of the trajectory of this trend, and implications for theory and practice are offered.

Critical Review of Theories of Staff Turnover Intentions and their Implications to Staff Turnover in National Non-governmental Organizations in South Sudan

An employee remains to be one of the most valuable resources of an organization. Unfortunately, high turnover rate in the national non-governmental organizations in South Sudan continues to be a concern for them and various stakeholders. This is because organizations spend a lot of resources in training and investing in their employees. The purpose of the study was to review the various theories that explain staff turnover with the aim of understanding their distinct views. The methodology involved the review of literature of turnover theories and models. The researcher was able to find six theories that helped to explain the phenomenon of staff turnover, and each provided distinct factors that when not addressed could lead to staff turnover. Maslow’s hierarchy of needs which identified different human needs which if not met could lead to staff turnover. Herzberg’s motivation-hygiene theory revealed two factors that need to be addressed by an organization, namely, “motivation factors” and “hygiene factors”. The Social Exchange Theory explains that turnover intentions come because of non-compliance with the agreed rules by either the management or the staff. LMX Theory emphasized the importance of maintaining good relationships between leaders and members in different groups to promote better performance at work and minimize staff turnover. Keywords: Staff Turnover, Turnover intention theories, The Theory of organizational Equilibrium, Theory of job embeddedness and Leader-Member Exchange (LMX) Theory.

Proponents, Caretakers, and the Dynamics of Administrative Leadership Turnover in U.S. Executive Agencies

Administrative leader turnover adversely affects the organizational stability of U.S. federal executive agencies, as well as undermines presidents’ policy goals. An incentive compatibility theory of administrative leader turnover is proposed that distinguishes between proponent (policy priority) versus caretaker (non-policy priority) loyalist executive appointees. This theory predicts that the proponents’ tenure will be comparatively more stable since it reflects incentive compatibility for both the president and executive appointee compared to caretakers where such a relationship is lacking. The evidence comports with this logic by demonstrating that appointee loyalty results in a longer tenure in office when their agency constitutes a stated policy priority for the president at the time of agreed upon service compared to when this happens not to be the case. Responsive competence in executive administration requires incentive compatibility that benefits both the president and executive appointees for ensuring stable leadership of U.S. federal agencies.

A new theory of employee turnover: from the perspective of psychological goal system

PurposeThis paper aims to construct a new turnover theory to explain and predict employee voluntary turnover in a more in-depth and comprehensive way.Design/methodology/approachBased on the literature review and theoretical analysis, this paper constructs a new turnover theory called the psychological goal system driving theory of employee turnover.FindingsThe psychological goal system driving theory of employee turnover advocates that there are psychological goals in the individual psychological world that point to the future and seek self-realization, and that there is a synergistic or competitive relationship among different psychological goals, and thus forming a psychological goal system and the dominant goals (including single goal or goal group) that exist in it; the individual’s dominant goals are the source of motivation, which initiate and organize the individual’s cognition and behavior; when the dominant psychological goals are difficult to achieve or destroyed in the original organization, they will produce continuous negative emotions and drive the individual to choose new and suitable job opportunities to realize themselves. Therefore, the dominant psychological goal is the organizer and driver of the employee turnover behavior, and when they are threatened, they will drive individuals to actively terminate the employment relationship with the current organization to better promote or protect their own realization process and sustainable growth.Originality/valueThis paper constructs a new turnover theory based on the self-organization goal system theory of motivation and personality.

Performance of inventory turnover and sales growth on food and beverage profit of the company

The study was conducted to analyse the effect of inventory turnover and sales growth on food and beverage profit at the company partially and simultaneously. This research uses a theoretical base and relevant concepts, namely the theory of inventory turnover, sales growth and food and beverage profit. This quantitative research using the analytical method namely multiple correlation analysis, classic assumption test, multiple linear regression analysis, hypothesis test (t-test, F-test, and coefficient determination), and predictor contributions. The results indicate that the t-count value of inventory turnover is smaller than t-table (0,901 < 2,035) with a significant value more than 0,05 (0,374 > 0,05). The t-countvalue of sales growth is greater than t-table (5,901 > 2,035) with a significant value less than 0,05 (0,000 < 0,05). The inventory turnover has a positive but not significant effect on food and beverage profit at The companywith a contribution of 4,576%. Sales growth has a positive and significant effect on food and beverage profit the compa ny with a contribution of 55,224%.

Optimal Turnover Rates and Performance in Public Organizations: Theoretical Expectations

This paper advances the theory of turnover and performance in public organizations, incorporating labor market conditions and quality of labor. In doing so, we first present theories on optimal turnover rates, based on a cost-benefit theoretical framework. We then discuss how optimal turnover rates in public organizations change according to labor supply and demand. After that, we illustrate how public labor market conditions and quality of labor affect turnover-performance relationship. Throughout the paper, we propose a set of testable propositions for future scholars, which posit the turnover-performance relationships being conditioned on various organizational and environmental contextual factors.

A century of labour turnover research: A systematic literature review

AbstractLabour turnover has been an important research topic in social science over the past century, involving disciplines such as human resource management, industrial relations, organizational behaviour, individual and organizational psychology, economics and health sciences. This paper presents a systematic literature review of voluntary labour turnover, providing an in‐depth analysis of 1375 labour turnover studies published up to July 2019 in 142 academic journals listed in the Chartered Association of Business Schools Academic Journal Guide 2018. The analysis of theoretical and empirical labour turnover studies reveals: (1) distinctive foci in the development of labour turnover research over the past hundred years; (2) relative lack of attention to testing specific labour turnover theories; (3) a prevailing quantitative approach to identifying antecedents of labour turnover; (4) increased reliance on turnover intention as a proxy for actual turnover. This paper highlights these trends over time, providing insight into problematic areas from theoretical, methodological and empirical points of view. We suggest avenues for a more productive route to coherent theoretical, methodological and empirical development of labour turnover research.

New energy, angle momentum and entropy balance approach to modelling climate and macroturbulent atmospheric dynamics, heat and mass transfer at macroscale. III. Low-frequency approximation and singularities in fields of meteoelements

An generalized low-frequency approximation of energy, angle momentum and entropy balance relationships to modelling climate and macro-turbulent atmospheric dynamics, heat and mass transfer at macroscale is introduced and allow significantly to simplify the main fundamental equations. A new equilibrium approach to modelling the global mechanisms of climatic and macroturbulent atmospheric low-frequency processes, including heat and mass transfer processes, teleconnection effects, etc., is based on the use of equilibrium relations for entropy, energy, angular momentum, spectral theory of atmospheric macroturbulence and moisture turnover in connection with the continuity of forms of atmospheric circulation (teleconnection, genesis of fronts). The physical features of singularities in the fields of meteorological elements and the balance of the angular momentum as well as a generalized Arakawa-Schubert model are introduced and discussed.

The Effect of Cash Turnover and Accounts Receivable Turnover on Profitability of Food and Beverage Companies on the IDX

This research was conducted because of the discrepancy between the theory of cash turnover, receivables turnover and profitability with the existing conditions in food and beverage companies on the IDX in 2016-2020. The purpose of this study was to determine the effect of partially and simultaneously cash turnover, accounts receivable turnover on profitability. The independent variables in this study are cash turnover and receivables turnover, the dependent variable in this study is profitability as measured by Return On Assets (ROA). The results show that there is a positive and significant effect between cash turnover on company profitability, then there is no effect There is a significant relationship between accounts receivable turnover on profitability and there is a positive and significant effect between cash turnover and accounts receivable turnover simultaneously on the company's profitability.

A Vacancy Chain Model of Local Managers’ Career Advancement

AbstractLocal public managers are mobile in their career trajectories. While the extant public administration literature has predominantly examined this topic from a leadership turnover perspective, few studies have approached the career trajectories of local managers from a holistic, system-level angle. This article draws upon the vacancy chain literature and frames local managers’ interconnected career trajectories within a nationwide professional job market, which we term “leadership turnover chains.” We examine factors influencing the formation of such leadership turnover chains among cities. With a dataset containing information from the resumes of 517 US local managers across 28 years, we employ panel dyadic logistic regressions to analyze the leadership turnover chains among cities. Our findings suggest that managers are more likely to move among dyads of cities that are geographically close and with similar levels of economic prosperity, population size, racial diversity, and political climate. A promotion intercity turnover tends to take place from a populous city to a less populous city, while a demotion intercity turnover exhibits an opposite pattern. This study contributes to the theory of leadership turnover of local managers, highlighting a macro vacancy chain perspective on their career trajectories.

Fire in the belly: the impact of despotic leadership on employees work-related outcomes in the hospitality setting

PurposeBuilding on conservation of resources theory and unfolding theory of turnover, this paper aims to propose a model of the effects of despotic leadership on employees’ job satisfaction and turnover intention in the hospitality industry. In this model, the authors theorize psychological distress to play an intervening role among the aforesaid linkages.Design/methodology/approachThe data were collected in three-waves from 212 employees working in Palestinian restaurants. A covariance-based matrix in structural equation modeling was used to verify the proposed linkages in the study. A marker variable was used to control the common method bias.FindingsThe results showed that despotic leadership has a direct negative effect on job satisfaction and a positive indirect effect on turnover intentions. Besides, psychological distress showed to play significant mediating effects among the aforementioned relationships.Practical implicationsThis study gives insights to the hospitality industry on how despotic leadership can be destructive and lead to negative consequences.Originality/valueThis study is unique, as it is the first study conducted on despotic leadership in a hospitality setting. The study responded to scholarly calls made to enrich the literature pertaining to despotic leadership and its outcomes.

A new model of bone remodeling and turnover set up in the framework of generalized continuum mechanics

In the past few decades, numerous studies have attempted to address the various phenomena that take place simultaneously during bone remodeling. Drawing from Frost’s “mechanostat theory,” multiple phenomenological models of varying complexity have been developed to describe bone remodeling in terms of evolution of bone porosity, tissue properties, and mineralization. The main goal of this paper is to present the general theory of a novel macroscopic and comprehensive model of bone remodeling accounting for the interactions of mechanics and biochemistry at the microscale. Two independent remodeling mechanisms are considered: the rotation of the material axes and the turnover of bone material. The former mechanism is related to the change of orientation of bone microstructure. Bone turnover refers to the dynamic process of bone resorption by osteoclasts, formation of unmineralized bone by osteoblasts, and mineralization. The model is set up in the framework of generalized continuum mechanics. The evolution of bone tissue is thus described through its macroscopic deformation as well as macroscopic variables related to the orientation of bone microstructure and bone tissue composition (porosity, unmineralized and mineralized bone matrix). Thermodynamically consistent evolution laws of bone material are obtained by enforcing suitable statements of the virtual power principle and of the dissipation principle. Moreover, additional constitutive hypotheses are formulated to develop a phenomenological law of bone turnover. The turnover model is discussed on the basis of a number of numerical simulations. Although the model can capture the main features of bone turnover, it cannot describe satisfactorily the complexity of the underlying biological crosstalk, highlighting the need of a more refined mechanobiological constitutive theory of bone turnover.

Does commuting drive employee turnover A select case of women employed in the Indian retail industry

Employee turnover is severe problem in the Indian retail industry. Although a good number of studies have focused on turnover models and theories they have rarely assessed effect of off job mechanisms on organisational outcomes. The present study tested a model that proposed commuting stress has direct and indirect effect on job satisfaction and intention to quit through inter-role conflicts among low wage working women in the Indian retail industry and thus the reduced participation. The findings indicated that commuting stress is directly and indirectly related to turnover intention and job satisfaction whereas; inter-role conflicts partially mediated the proposed relationships.

Does commuting drive employee turnover A select case of women employed in the Indian retail industry

Employee turnover is severe problem in the Indian retail industry. Although a good number of studies have focused on turnover models and theories they have rarely assessed effect of off job mechanisms on organisational outcomes. The present study tested a model that proposed commuting stress has direct and indirect effect on job satisfaction and intention to quit through inter-role conflicts among low wage working women in the Indian retail industry and thus the reduced participation. The findings indicated that commuting stress is directly and indirectly related to turnover intention and job satisfaction whereas; inter-role conflicts partially mediated the proposed relationships.

You’re Fired! Toward a Sociopolitical Framework of Employee Termination

Half of all employee turnover in the U.S. is involuntary. Perhaps due to the mistaken as-sumption that only poor performers are fired, research has largely neglected the subject of involun-tary turnover on the basis that it is typically functional in nature. Empirical evidence, however, sug- gests that the majority of firings occur for reasons unrelated to performance. And consequences for both organizations and employees often seem quite negative, e.g., lawsuits, decreased firm produc-tivity, poor physical or psychological health, and uncertain re- employment prospects. The potential-ly dysfunctional nature of involuntary turnover highlights the need to examine false premises and develop a theory of involuntary turnover that is more reflective of reality and solidly grounded in theory. We thus develop a sociopolitical framework of employee termination that suggests that rela-tional and political processes in organizations often drive termination decisions. By integrating three divergent theories (attribution theory, social identity theory, and an organizational political-behavior perspective), we offer propositions articulating the interplay among workplace politics, in-group/out-group bias, and the termination process. This allows us to propose a framework linking macro and micro elements in organizational research with four distinct sociopolitical forces through which firing intentions and actions likely emerge.

Global Talent Retention: Perspectives from Around the Globe

The context, meaning, and mechanisms for changing jobs varies around the world (e.g. benefit systems that make firing employees so costly that managers try to drive employees to quit in France; hukou in China where state benefits are tied to the location where one is born), and most employees do not work for firms that are U.S.-owned or based. However, the bulk of the theory and research adopts a U.S.-centric perspective. The purpose of this panel symposium is for scholars embedded in contexts around the world to describe the relevance and implications (or lack thereof) of turnover theories in their particular context.