A Stitch in Time Saves Nine: Leveraging Networks to Reduce the Costs of Turnover

Ballinger, Gary A.; Craig, Elizabeth; Cross, Rob; Gray, Peter

doi:10.1525/cmr.2011.53.4.111

Cited by 48 publications

(39 citation statements)

References 13 publications

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“…All organizations struggle with the loss of valuable talent and the concurrent costs when a valued employee leaves (Ballinger, Craig, Cross, & Gray, 2011). There is a direct cost to these departures as well as a network cost when one begins to fully appreciate the damage turnover can do by disrupting productive informal networks and critical collaborations when well-connected employees depart.…”

Section: Implications For Managementmentioning

confidence: 99%

The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

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AcknowledgementsWe are very grateful for the insightful comments of Nathalie Delobbe and the three reviewers. We also thank Gary Ballinger, Rob Cross and Greg Molecke and the participants of the 31st Sunbelt International Network for Social Network Analysis conference. 2 AbstractIn this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four-year period. Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. In contrast, when others perceive interactions with the focal actor as increasing their level of energetic activation it reduces the focal actor's risk of involuntary turnover. This relationship is also mediated by performance. When others within the organization perceive interactions with the focal actor as increasing their level of energetic activation, it results in the focal actor having higher performance, which in turn reduces the focal actor's involuntary turnover. In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research.

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Section: Implications For Managementmentioning

confidence: 99%

The impact of energizing interactions on voluntary and involuntary turnover

Parker¹,

Gerbasi²

2016

M@n@gement

View full text Add to dashboard Cite

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“…Organizations scuffle to retain employees for more than five years ( (Bagga, 2013)). Approximately 50% of employees leave their organizations within the first five years of employment ( (Ballinger et al, 2011)). The manufacturing sector in Nigeria depended heavily on contract workforce.…”

Section: Introductionmentioning

confidence: 99%

The Relationship among Job Satisfaction, Organizational Commitment and Employees’ Turnover at Unilever Corporation in Nigeria

Chiedu¹,

Long²,

Ashar³

2022

Europ. j. multidiscip. stud.

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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.

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“…High turnover is synonymous with losing valuable skills, talents, abilities, and knowledge (Ballinger et al, 2011;Shaw et al, 2005). Summers et al (2012) provided evidence that not only turnover produces flux in coordination and disrupts the existing organizational interaction, but it also diverts the resources toward non-productive activities.…”

Section: Introductionmentioning

confidence: 99%

A Dimensional Analysis of the Relationship between Communication Satisfaction and Turnover Intention: The Mediating Role of Organizational Commitment

Mustamil¹,

Yazdi²,

Syeh³

et al. 2014

IJBM

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By taking into consideration the significant increase in turnover rate in the recent years, we aimed to expand our understanding of the factors influencing employees' decision to leave the organization and consequently to provide managers and Human Resource Development (HRD) practitioners with more information to better manage employees' undesirable turnover. Thus, the relationship between the theoretically related communication satisfaction's dimensions and turnover intention was analyzed. A sample of 181 employees working in 11 industries of all three economic sectors was selected for the analysis. Among the five tested dimensions, personal feedback, supervisory communication, and communication climate were found to be significantly related to turnover intention. Unexpectedly, organizational integration and co-workers communication were not significantly related to turnover intention. Additionally, the relationship between supervisory communication and turnover intention was found to be partially mediated by the employees' affective commitment. Therefore, by keeping employees well-informed about their performance, facilitating the flow of upward and downward communication between employees and their supervisors, and finally by improving communication climate in the organization, managers will have better chance in preventing employees' voluntary turnovers.

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A Stitch in Time Saves Nine: Leveraging Networks to Reduce the Costs of Turnover

Cited by 48 publications

References 13 publications

The impact of energizing interactions on voluntary and involuntary turnover

The impact of energizing interactions on voluntary and involuntary turnover

The Relationship among Job Satisfaction, Organizational Commitment and Employees’ Turnover at Unilever Corporation in Nigeria

A Dimensional Analysis of the Relationship between Communication Satisfaction and Turnover Intention: The Mediating Role of Organizational Commitment

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