Voluntary Turnover Research Articles

Do pay secrecy policies prevent voluntary turnover?

AbstractPay secrecy (PS) policies, commonly found in the US private sector, restrict pay communication among employees. Previous research suggests that these policies help prevent pay dissatisfaction and attrition among low earners by limiting salary comparisons. However, by exploiting the staggered adoption of PS bans across US states as a negative shock to PS, I find no causal relationship between PS and voluntary turnover. This suggests that workers' reluctance to ask others about their pay renders PS policies irrelevant for retention purposes. This, in turn, highlights the need for organizations to consider alternative approaches to enhance employee retention and commitment.

Human Resources Management Practices and Their Influence on Voluntary Employee Turnover in Commercial Banks in Tanzania: Shreds of Evidence from CRDB Bank in the Northern Zone of Tanzania

This study examined the influence of Human Resources Management Practices (HRMP) on voluntary employee turnover in commercial banks in Tanzania, focusing on CRDB Bank in the Northern Zone of Tanzania with a specific focus in Arusha, Kilimanjaro, and Manyara. It was observed that the bank operates in a highly competitive environment and face unique regional dynamics in so doing the zone has experienced high turnover rates than other branches despite HRM practices are consistent over all branches according to HR report in 2021. We therefore examines key HRM practices, including recruitment, training and development, compensation, rewarding performance and performance appraisals as critical parameters that influence turnover dynamics. The research design was a sequential explanatory design whereby quantitative data were first collected and analyzed followed by qualitative. Mixed approaches were applied. It targeted employees working in 40 Branches including Brach managers, employees from various departments, and exit employees who were contacted. The total population was 354 people with a sample size of 188 participants. Data collection involved a questionnaire for 183 staff working in the northern zone. Other five (5) participants; Human resources officer from, two Brach managers and exit employees were interviewed to grasp other unique factors for turnover in the respective zone. Since the population was heterogeneous Stratified sampling was used to get these percipients. Descriptive statistics was employed with the help of a statistical package for social science SPSS 26 Version. The findings reveal that well-executed recruitment and selection processes, training and development programs, and compensation practices play a pivotal role in reducing turnover. However, it is noteworthy that performance appraisal alone does not significantly influence voluntary turnover, while job design modifications exert a clear and meaningful negative effect on turnover within the organization. The study recommends that CRDB Bank can proactively manage and reduce voluntary employee turnover in the Northern Zone by focusing on various aspects of HRM practices and the work environment.

Economic costs of poor PSC manifest in sickness absence and voluntary turnover

Abstract Work-related stress is a major occupational health and safety (OHS) issue that has industrial relations origins. Aside from the moral and human rights imperatives to improve the corporate climate for worker psychological health (as per psychosocial safety climate, PSC), there are strong economic costs for not doing so. PSC refers to worker perceptions of the corporate safety system to protect and promote workers’ psychological health and wellbeing. It is a leading indicator of working conditions, which in turn affect workers’ health and work engagement. In this study, we estimate the attributable economic cost of low PSC due to sickness absence and turnover. Data were collected from a multinational company using survey at Time 1 (T1) and objective company data (i.e., sickness absence and turnover) after one year (T2). Using regression analysis and a matched sample of 617 responses, PSC was negatively related to future sickness absence. A binomial logistic regression with 1268 respondents (i.e., all responses at T1) showed that PSC was negatively related to future voluntary turnover. An economic analysis suggests that improving OHS via PSC could save an organisation with 5000 employees USD 0.6–2.7 million per year. Building PSC to protect and promote workers’ psychological health is a likely economic saving on organisational productivity.

Work demand and voluntary turnover intention of independent auditors

This study aimed to analyze the influence of work demand on the voluntary turnover intention of independent auditors, considering the mediating effects of work engagement and Burnout Syndrome. The research is descriptive, of the survey type, with a quantitative approach, and includes a sample of 196 Brazilian independent auditors. The results confirmed the positive association between work demand and the voluntary turnover intention of auditors. Additionally, it was evidenced that work engagement acts as a mediator in this relationship. On the other hand, Burnout Syndrome does not play a mediating role in the relationship between work demand and turnover intention. Finally, it was observed that work engagement exerts a negative and neutralizing influence on Burnout Syndrome. These findings provide auditing firms with a deeper understanding of the antecedents of independent auditors' turnover intention.

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.

Voluntary Turnover Rate Fluctuations, Human Resource Practices, and Innovation: A Within‐Organization Investigation

ABSTRACTOrganizations constantly navigate voluntary employee departures to facilitate organizational effectiveness. To date, most studies on the implications of voluntary turnover rate have been conducted at the between‐organization level, comparing organizations with varying levels of voluntary turnover rates. Building upon complex adaptive system (CAS) theory, we develop within‐organization theorizing regarding the implications of voluntary turnover rate fluctuations for organizational innovation. We propose a U‐shape threshold model, where the relationship between voluntary turnover rate fluctuations and innovation takes a negative form when voluntary turnover rate fluctuations are within the normal range for an organization, and a positive form when voluntary turnover rate fluctuations surpass a critical threshold reflecting far‐from‐equilibrium conditions. Furthermore, we investigate how organizations may utilize human resource (HR) practices to shift the critical threshold. Specifically, we argue that increased reliance on interaction‐facilitating HR practices (employee participation and group‐based pay) lowers the threshold, while increased reliance on interaction‐inhibiting HR practices (individual‐based pay) raises the threshold. With firm‐fixed effects modeling, we found general support for our hypotheses using a large‐scale, multi‐level, longitudinal dataset from Statistics Canada (7110 workplace‐year observations from 1980 workplaces). We provide a novel theoretical lens to understand the nature and management of collective turnover.

We need autonomy! The role of job autonomy and autonomous motivation in employees’ work engagement in the outsourcing sector: A systematic mixed-method illustrative case study

The outsourcing sector continues to experience significant growth but is still experiencing rising voluntary turnover due to loss of employees’ engagement. This systematic mixed-method illustrative case study focuses on how leaders can stimulate employees’ work engagement in outsourcing companies. This research is the result of 1 year of intensive fieldwork in an outsourcing organization and includes quantitative data from an online survey and qualitative data from focus group discussions. The results show that employees who have a higher level of work engagement also have higher intrinsic motivation, and the strength of this prototypical autonomous motivation in predicting work engagement is higher than that of other predictors. Leadership practices and relevant behaviors were identified that can be used in interventions in outsourcing companies to stimulate employees’ intrinsic motivation and work engagement.

Proactive Personality and Turnover Intention: The Mediating Role of Career Aspiration and the Moderating Effect of Organizational Career Management.

As proactivity becomes vital for organizational success, retaining proactive employees becomes increasingly important, making the relationship between a proactive personality and turnover intention a key research topic. While existing studies have largely depicted turnover as a consequence of dissatisfaction and have identified negative indirect relationships, this study seeks to challenge that perspective by proposing that, in today's boundaryless career environment, people also engage in voluntary turnover for career advancement. Using a self-regulation career management model, we propose that proactive employees set ambitious career goals influenced by career aspirations, leading them to seek external opportunities and thus exhibit higher turnover intention. However, when organizations implement career management practices, this relationship weakens as proactive employees perceive opportunities to achieve their goals within their current organizations. We tested these hypotheses with a sample of 342 respondents using the SPSS macro PROCESS. The findings support our propositions, revealing a positive indirect effect through career aspirations, which diminishes when perceived organizational career management is strong.

To escape the pain: Paths to voluntary turnover, social pain, and influences on the selection of a new job role

SummaryThe unfolding model of voluntary turnover established that there is no “one size fits all” turnover experience. Anecdotal evidence suggests that voluntary turnover experiences can be painful, yet the role of social pain (as distinct from dissatisfaction) in turnover and subsequent job selection has not yet received much scholarly attention. In Study 1, we re‐analyze 13 detailed case histories of employees who had recently quit one organization and entered another. Using a cluster analysis of the terms they used when describing their reasons for leaving and when describing what attracted them to their new roles, we find that experiencing social pain in the prior role affected the things people prioritized when selecting a new role. Furthermore, sentiment analysis revealed that higher social pain was linked with lower positive sentiment (hope, excitement, joy, etc.) during the job search process. Study 2 creates a self‐report measure of social pain, and Study 3 quantitatively reaffirms the relationship between social pain and subsequent affect. This set of studies provides initial evidence that social pain is different from the attitudinal constructs that have been traditionally incorporated into voluntary turnover models (e.g., satisfaction, commitment, embeddedness) and that social pain may have implications for turnover, retention, and employees' post‐turnover destinations.

Voluntary turnover of high achievers: A systems psychodynamics analysis with CIBART

Orientation: Voluntary turnover is a costly and frequently disruptive organisational phenomenon, particularly when it involves high achievers.Research purpose: The study aimed to develop a psychodynamic exposé of voluntary turnover by applying the conflict, identity, boundaries, authority, roles and task (CIBART) model to the lived experiences of high achievers.Motivation for the study: The research primarily focusses on voluntary turnover as an individual, rational decision-making process. It recognises the contribution of unconscious systems psychodynamics to voluntary turnover. Research conducted from this perspective is necessary to gain a more comprehensive and in-depth understanding of the topic.Research approach/design and method: Seven case studies of individual voluntary turnover were conducted in a large private retail company. Data were collected using free association narrative (FANI) interviews. The analysis of the data was guided by hermeneutic phenomenology, and the interpretive frame used was the CIBART model.Main findings: Six themes were constructed to describe the conflict dynamics along each of the six CIBART dimensions. Within each theme, the conflict dynamic is exposed, revealing the subsequent anxiety and defences that accumulate leading to the decision to leave. Ultimately, the six themes synthesise to propose that voluntary turnover is a conscious manifestation, yet an unconscious defence against system-wide conflict.Practical/managerial implications: Facilitating leaders’ understanding and processing of the conflict dynamics that occur across the CIBART dimensions, and which contribute to voluntary turnover, create opportunities for both transformation and prevention.Contribution/value-add: The research offers insights into the psychodynamics of voluntary turnover, which consulting psychologists and organisational leaders can utilise to address this phenomenon within their work groups.

Training Investment and Voluntary Turnover: Testing the Commitment and Human Capital Perspectives

Training Investment and Voluntary Turnover: Testing the Commitment and Human Capital Perspectives

Organizational Political Deviance and the Voluntary Turnover of Politician Directors

Organizational Political Deviance and the Voluntary Turnover of Politician Directors

Role of Emotional Intelligence in Turnover Intention Among EMS Providers

The Emergency Medical Services are strained in the face of high workforce turnover and substantial cost pressures. Voluntary workforce turnover exacerbates direct and indirect cost pressures including training, productivity loss, loss of talent, and covering vacancies. Reduction of voluntary turnover is therefore of practical interest for worker retention and cost reduction. While a robust body of literature is dedicated to exploring precursors of turnover, few studies have explored affective factors leading to turnover emergency medical service clinicians. Key questions investigated are (1) the relationship between trait emotional intelligence (EI) and turnover intention and (2) the relationship between EI and TI controlling for known predictors of turnover intention. A convenience sample (n=446) was obtained through an online survey created with validated EI, turnover, stress and other instruments and distributed to EMS providers via agencies and online forums. Analytic methods include t-tests, Pearson correlations, and linear regression. Higher trait EI was found to result in decreased turnover intention both at the global (r = -.31, p < 0.001) and factor levels (Wellbeing, r = -.22, p< 0.001; Self-Control r = -.19, p < 0.001; Emotionality, r = -.35, p < 0.001; Sociability, r = -.17, p < 0.001). While EI is found to predict turnover intention, other factors such as physical health, perceived stress, and income may be better predictors of turnover intent. Among the important implications of this study is trait EI should be included in discussions of job turnover of EMTs and paramedics, especially in human resource planning. In addition, it highlights that the mental and physical health of EMS clinicians deserves closer attentiveness by researchers, clinicians, policymakers and EMS managers.

Relationship between job satisfaction and voluntary turnover intention in the manufacturing industry for sustainable growth: A systematic review

In today's workplaces, employee turnover rates are increasing. Modern organizations face many challenges because of the rising rates of voluntary turnover. In Malaysia, a developing nation, the manufacturing industry needs efficient growth, making a strong workforce essential. Recently, the manufacturing sector in Malaysia has seen the highest voluntary turnover rates among all industries in the country. This study aims to explore the link between job satisfaction and voluntary turnover intentions and to analyze the factors that affect this relationship. A unique aspect of this study is the use of the Preferred Reporting Items for Systematic Review and Meta-Analysis (PRISMA) methodology to collect and evaluate research on voluntary turnover intention and job satisfaction. The study finds that job satisfaction significantly influences the likelihood of voluntarily leaving a current job.

The indirect relationship between employee job performance and voluntary turnover: A meta-analysis

Employee turnover brings lots of negative effects on organizations. Researchers have investigated why employees quit their jobs and found job performance to be an important predictor. Previous studies have proposed potential mediators of the performance-turnover relationship from job attitudes, job alternatives, and job embeddedness perspectives. Nevertheless, they have failed to provide sufficient empirical support for these three paths and which of these three mediating mechanisms matters most. To address these questions, we used meta-analytic structural equation modeling (MASEM) to examine these three mediating mechanisms between job performance and voluntary turnover. Drawing on 299 independent samples (N = 524,740), we found that job performance had a negative impact on employee voluntary turnover through desirability of movement and turnover intention, through job embeddedness and turnover intention, and a positive impact through ease of movement and turnover intention. Among these three paths, desirability of movement had the strongest mediating effect, followed by job embeddedness and ease of movement. Theoretical and practical implications as well as future directions were discussed.

Relationship between mental workload and musculoskeletal disorders with intention to leave service among nurses working at neonatal and pediatric departments: a cross-sectional study in Iran

BackgroundDespite the challenge of nursing shortage in the world and its subsequent impact on care quality as well as aggravation of the situation by intention to leave service, this issue has not been properly addressed, especially among neonatal and pediatric nurses. The present study aims to identify the relationship between mental workload and musculoskeletal disorders with intention to leave the service among nurses working at neonatal and pediatric departments.MethodsThis descriptive-analytical study was conducted on 145 nurses working at neonatal and pediatric departments in six hospitals in Bushehr Province using full-census method. The data were collected using national aeronautics and space administration-task load index (NASA-TLX), Cornell musculoskeletal discomfort questionnaire(CMDQ) and Mobley and Horner’s voluntary turnover questionnaire. The data were analyzed using descriptive statistics, independent t-test, Mann-Whitney U test, one-way analysis of variance (ANOVA), Kruskal-Wallis test, Pearson’s and Spearman correlation tests and hierarchical linear regression in simultaneous model in SPSS 19.0.ResultsThe mean score of intention to leave the service was 9.57 ± 3.20 (higher than the moderate level) and the mean mental workload was 71.65 ± 15.14 (high level). Pain in at least one of the legs (100%), back (77.3%) and knees (76.6%) was highly prevalent. However, no statistically significant correlation was found between musculoskeletal disorder categories and intention to leave the service (p > 0.05). The regression analysis results revealed among mental workload domains, only effort-induced workload was negatively and significantly correlated with intention to leave the service (p = 0.003; β=-0.078). However, the number of night shifts per month was positively and significantly correlated with intention to leave the service (p = 0.001; β = 0.176).ConclusionsPlanning for appropriate allocation of night shifts, investigating the etiology of musculoskeletal disorders and providing solutions for reducing mental workload should be prioritized by policymakers, while maintaining pediatric nurses’ motivation for making efforts.

Uncovering Research Clusters in Job Satisfaction and Organizational Commitment: A VOSviewer Approach

Job satisfaction and organizational commitment are two key concepts that have attracted the attention of researchers and practitioners for a long time. Job satisfaction refers to how much an employee feels happy or satisfied with the work they do. The scope of work that employees do is connected to other factors, such as the work environment, as well as horizontal and vertical relationships in the workplace. On the other hand, organizational commitment refers to the employee's attachment to the organization. This study examines job satisfaction and organizational commitment in various industries using systematic Bibliographic Review. The data used is 150 articles in the Emerald database from 2019 to 2024. The keywords used in the search are "Job Satisfaction" AND "Organizational Commitment". The 150 articles were then processed using VOSviewer and then analyzed to find research maps and future research recommendations. shows that there is still an open possibility of research on variables that have not been explored much by previous studies. From the network visualization analysis, several variables that are still interesting to study include job dissatisfaction, psychological empowerment, remote workforce, social support, socio emotional resources, spiritual gain, material gain, salary satisfaction, supervisor citizenship behavior, and transparency practice. Based on overlay visualization analysis, several interesting variables to be studied include spiritual leadership, capability control, occupational strain, conscientiousness, and supervisory commitment. Meanwhile, based on the density visualization display, the variables that can still be explored include inclusive leadership, supervisory commitment, individual initiative, output control, psychological empowerment, and voluntary turnover intention. Keywords: VOSviewer, Systematic Bibliographic Review, Job Satisfaction, Organizational Commitment, Human Capital Management

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.

The search for greener pastures: a qualitative analysis of employee job search dynamics

PurposeThis study explores job search dynamics among employed individuals. We focus on factors related to employees initiating their job searches and changing its intensity.Design/methodology/approachWe conducted a qualitative study with 41 employed job seekers using semi-structured interviews.FindingsOur analysis reveals six catalysts that initiate employee job searches and nine modulators that influence fluctuations in job search effort. We highlight the significant roles of social actors, resource dynamics, and personal, professional, and environmental factors in shaping employees’ job searches.Research limitations/implicationsThe diverse sample strengthens theory building but may not represent all employed job seekers. Future research would benefit from longitudinal designs.Practical implicationsThis study underscores the influence of social actors on employee job search processes. Our findings offer valuable insights for policymakers and employers seeking to support employed job seekers and proactively manage voluntary turnover.Originality/valueThis research advances our understanding of employee job search beyond its traditional role in voluntary turnover. By integrating Conservation of Resources (COR) theory, we provide a framework for understanding employee job search initiation and modulation.

Buffering effect of psychosocial mentoring on the relationship between career mentoring and employee turnover intentions through attitude toward leaving

Purpose: This study seeks to examine distinct effects of career and psychosocial mentoring on employee turnover intentions in a moderated mediation model. Specifically, the purpose was to examine the mediating role of attitude toward leaving in the relationship between career mentoring and turnover intentions, and the moderating/buffering effect of psychosocial mentoring on the abovementioned mediating process.Design/methodology/approach: Hypotheses have been tested deductively by using cross-sectional data from 352 bank employees. Analyses have been performed by applying partial least squares structural equation modeling (PLS-SEM). Findings: The findings suggest that attitude toward leaving mediates the career mentoring-turnover intentions relationship, and psychosocial mentoring moderates this mediating effect.Research limitations/implications: This study integrates theory of planned behavior (TPB) and Eight Forces Framework of voluntary turnover, and extends organizational literature by unfolding how psychosocial mentoring buffers the mediating effect of attitude toward leaving on career mentoring-turnover intentions relationship. Study limitations are about cross-sectional nature of data and external validity of results.Practical Implications: This study’s contribution to practice is that organizations providing career mentoring to their employees should consider also the provision of psychosocial mentoring to avoid employee turnover intentions.Originality/value: This study adds value to organizational literature by examining a previously untested buffering effect of psychosocial mentoring on the mediating process between career mentoring and turnover intentions.