Examining the Role of Management in Turnover

Ryu, Sangyub; Lee, Young Joo

doi:10.2753/pmr1530-9576370106

Cited by 14 publications

(22 citation statements)

References 53 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The question whether turnover affects performance, the underlying assumption of many studies, is only recently getting attention in public management research (e.g. Moon 2017; Lee, 2017;Ryu et al, 2013;Meier and Hicklin 2008). The recent research however has offered mixed conclusions (e.g.…”

Section: Introductionmentioning

confidence: 99%

Linking turnover to organizational performance: the role of process conformance

Wynen

Dooren

Mattijs

et al. 2018

Public Management Review

View full text Add to dashboard Cite

Despite substantial evidence for the negative effect of turnover on performance, several studies also note offsetting positive effects hereby recognizing an optimal rate of turnover. These mixed results stress the need to examine under which conditions turnover is more harmful or beneficial to the organization. Using panel data from 30 divisions of the same agency, this study examines the impact of process conformancethe extent to which there are prescribed standards and rules related to the task. Results support a non-linear, inverted U-shaped relationship for those tasks with a high process conformance.

show abstract

Section: Introductionmentioning

confidence: 99%

Linking turnover to organizational performance: the role of process conformance

Wynen

Dooren

Mattijs

et al. 2018

Public Management Review

View full text Add to dashboard Cite

show abstract

“…Employee turnover is detrimental to organizational performance and profitability, leading to loss of diverse financial and intellectual resources and assets (Hofhuis, Van der Zee, & Otten, 2014;Lambert, Cluse-Tolar, Pasupuleti, Prior, & Allen, 2013;Ryu & Lee, 2013). In 2013, more than 25 million U.S. employees voluntarily terminated their employment, with costs to replace an employee averaging from 25% to as much as 500% of the terminated employee's annual salary (Bryant & Allen, 2013).…”

Section: Problem and Purpose Of The Studymentioning

confidence: 99%

The Effect of Employee Turnover in the Hospitality Industry: Quantitative Correlational Study

Okae

2018

IJLD

View full text Add to dashboard Cite

The purpose of this quantitative correlational study was to examine the relationship between employee turnover intention and job satisfaction, employee compensation, employee engagement, employee motivation, and work environment. A convenience sample of 156-services related employees from the hospitality industry in Western Georgia; Central Mississippi; and North Central Texas participants in the online surveys. The results from multiple linear regression models were significant in predicating employee turnover in the hospitality industry. In the final model, the five predictors accounted for approximately 36% of the variance in turnover intention, and the result was statistically significant, (R² =. 36, F (5, 105) = 11.57, p < .001). Motivation was not a significant predictor of employee's turnover intentions. The introduction of others organizational related variables by future researchers might enhance the effectiveness of the model. The practical implications for change include the ability of hospitality leaders' to implemented strategies and policies into their business practice to reduce employee turnover with industry, which is vital for organizational to retain skilled worker while maintaining profitability.

show abstract

“…To shed new light on how goals and performance objectives affect public organizations and their employees, we analyze the relationship between the pursuit of unattainable performance goals and the collective turnover of a public service organization’s frontline personnel. Our choice of outcome stems from recent research that considers collective frontline employee turnover a key organizational outcome with consequences for personnel management (Hughes, 2001; Johansen, 2013; Ryu & Lee, 2013). Researchers observe that collective employee turnover can lead to an increase in direct costs and organizational inefficiencies (Jones, 1990; Staw, 1980), disrupt the social environment among co-workers (Dess & Shaw, 2001; Leana & van Buren, 1999), and negatively affect overall performance (Hausknecht & Trevor, 2011; Meier & Hicklin, 2008).…”

Section: Introductionmentioning

confidence: 99%

“…We also consider the role of the organization’s performance context in shaping how frontline employees are likely to interpret and respond to the unattainable performance goals. Contingency theory is a core component of modern management scholarship (Donaldson, 1987; Hofer, 1975; Prescott, 1986) and is increasingly being integrated into public management scholarship as researchers strive to consider the contextual factors that can condition the effect of management on organizational outcomes (e.g., Boyne, James, John, & Petrovsky, 2011; Deslatte & Swann, 2017; Ryu & Lee, 2013; Stazyk & Goerdel, 2011; Zambrano-Gutiérrez, Rutherford, & Nicholson-Crotty, 2017). Drawing from the work of Sitkin et al (2011), we suggest that organizational performance will moderate how unattainable goals affect collective turnover among a public service organization’s frontline employees.…”

Section: Introductionmentioning

confidence: 99%

Pushing Too Hard? Unattainable Organizational Goals and Frontline Employee Turnover

Stritch¹,

Molina

Favero

2018

Review of Public Personnel Administration

View full text Add to dashboard Cite

The creation of organization-level performance goals has evolved into a ubiquitous facet of the study and practice of public management. In this article, we theoretically and empirically examine the relationship between unattainable organizational goals and collective frontline employee turnover, and consider the moderating role of a public organization’s performance context on the relationship. While the findings indicate a positive relationship between unattainable goals and collective frontline employee turnover, the effect is conditional on organizational performance. The research offers nuanced insights into the establishment of goals in public organizations and has important implications for managing personnel on the frontlines of public service delivery.

show abstract

Examining the Role of Management in Turnover

Cited by 14 publications

References 53 publications

Linking turnover to organizational performance: the role of process conformance

Linking turnover to organizational performance: the role of process conformance

The Effect of Employee Turnover in the Hospitality Industry: Quantitative Correlational Study

Pushing Too Hard? Unattainable Organizational Goals and Frontline Employee Turnover

Contact Info

Product

Resources

About