![]() ![]() Huysse-Gaytandjieva, A., Groot, W., & Pavlova, M. Effects of changes in job-satisfaction levels on employee turnover. One hundred years of employee turnover theory and research. Reviewing employee turnover: Focusing on proximal withdrawal states and an expanded criterion. Reluctant stayers: Constructing a profile and examining the consequences. The Academy of Management Annals, 2(1), 231–274. 5 turnover and retention research: A glance at the past, a closer review of the present, and a venture into the future. Integrating the unfolding model and job embeddedness model to better understand voluntary turnover. Journal of Applied Psychology, 98(3), 412. Causes and consequences of collective turnover: A meta-analytic review. Collective turnover at the group, unit, and organizational levels: Evidence, issues, and implications. When does employee turnover matter? Dynamic member configurations, productive capacity, and collective performance. Annual Review of Organizational Psychology and Organizational Behavior, 4, 527–544. Journal of Managerial Psychology, 33(1), 58–73. The negative effects of job embeddedness on performance. A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implications for the next millennium. Do commitment based human resource practices influence job embeddedness and intention to quit? IIMB Management Review, 27(4), 240–251. International Archives of Occupational and Environmental Health, 94(1), 85–93. Leaving and staying with the employer-Changes in work, health, and work ability among older workers. The impact of motivation, empowerment, and skill-enhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Turnover contagion: How coworkers’ job embeddedness and job search behaviors influence quitting. Locke (Ed.), Handbook of principles of organizational behavior (pp. Control voluntary turnover by understanding its causes. Įberly, M., Holtom, B., Lee, T., & Mitchell, T. Employee retention: The effects of internal branding and brand attitudes in sales organizations. International Journal of Management Reviews. A century of labour turnover research: A systematic literature review. Such newer perspectives are explored, and further research gaps are identified.īolt, E. Further, emerging, negative perspectives on embeddedness, collective turnover, and the examination of turnover in relation to various employee classifications or staying/leaving states have attracted attention within organizational research. Newer developments in the field have examined alternative arguments on ‘why employees stay’, rather than the classical emphasis on ‘why employees leave’. Traditional research on employee turnover focuses heavily on various antecedents or predictors, such as employee attitudes and the availability of job alternatives, which have shaped the evolution of this field. Voluntary turnover, however, remains a costly issue facing organizations. Indeed, involuntary turnover is a natural part of organizational life. Over the years, researchers have theorized about and empirically examined employee turnover to help management practitioners understand why their employees may make the decision to leave. Employee turnover has attracted the attention of researchers for more than a century and this chapter explores emerging and alternative research perspectives on this classical Organizational Behavior (OB) topic.
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