Organizational and Environmental Determinants of Functional and Dysfunctional Turnover: Practical and Research Implications

Park, Hong Y.; Ofori‐Dankwa, Joseph; Bishop, Deborah Ramirez

doi:10.1177/001872679404700306

Cited by 87 publications

(90 citation statements)

References 25 publications

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“…In nearly every study included here (see H. Y. Park, Ofori-Dankwa, & Bishop, 1994;Shaw et al, 2009, for exceptions), turnover rates theoretically included high, average, and low performers as well as an assortment of leavers who departed different occupational levels, thus precluding any inferences about specific employee populations. As this area progresses, developing research strategies and measures that isolate the potentially unique causes and consequences of turnover for different employee groups will be especially valuable (e.g., retaining a diverse workforce; Horn, Roberson, & Ellis, 2008).…”

Section: Future Researchmentioning

confidence: 99%

Causes and consequences of collective turnover: A meta-analytic review.

Heavey¹,

Holwerda²,

Hausknecht³

2013

Journal of Applied Psychology

254

320

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Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using metaanalysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research. Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effectsize heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research.Keywords: collective turnover, organizational performance, retention, meta-analysis Cause and Consequences 3The issue of collective turnover-that is, "the aggregate levels of employee departures that occur within groups, work units, or organizations" (Hausknecht & Trevor, 2011, p. 353)-has a long history in management and applied psychology research. Discussions of organizational-level turnover rates extend back nearly a century, as seen in early work addressing "rates of departure" (Greenwood, 1919, p. 187) and the "stability of employment" (Fish, 1917, p. 162). Topical interest further formalized via several influential accounts of collective turnover's causes and consequences (March & Simon, 1958;Mobley, 1982;Price, 1977;Staw, 1980). More recently, this attention has intensified in terms of empirical studies (e.g., Batt & Colvin, 2011;Shaw, Dineen, Fang, & Vellella, 2009;Siebert & Zubanov, 2009;Trevor & Nyberg, 2008), theoretical contributions (Dess & Shaw, 20...

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Section: Future Researchmentioning

confidence: 99%

Causes and consequences of collective turnover: A meta-analytic review.

Heavey¹,

Holwerda²,

Hausknecht³

2013

Journal of Applied Psychology

254

320

View full text Add to dashboard Cite

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“…Incentive system characteristics appear to account for some of these discrepancies; for example, the use of variable pay or groupbased incentives (Guthrie, 2000;Way, 2002) has been linked with higher turnover rates, whereas the use of skill-based pay has been associated with lower turnover rates (Guthrie, 2000). In some studies, no relationship was found between collective turnover rates and performance-based rewards (Ferratt, Agarwal, Brown, & Moore, 2005;Riordan et al, 2005) or the use of group or individual incentive programs (Haines et al, 2010;Park et al, 1994). In a quasi-experiment with fast-food restaurants, Peterson and Luthans (2006) found that, relative to baseline measures, the introduction of financial incentives was associated with a 13% turnover rate reduction, while restaurants introducing nonfinancial incentives experienced a 10% reduction, and control group restaurants suffered a 5% increase.…”

Section: Hr Systems and Practicesmentioning

confidence: 99%

Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications

Hausknecht

Trevor

2010

Journal of Management

315

398

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Studies of the causes and consequences of turnover at the group, unit, or organizational level of analysis have proliferated in recent years. Indicative of its importance, turnover rate research spans numerous academic disciplines and their respective journals. This broad interest is fueled by the considerable implications of turnover rates predicting broader measures of organizational effectiveness (productivity, customer outcomes, firm performance) as well as by the related perspective that collective turnover is an important outcome in its own right. The goal of this review is to critically examine and extract meaningful insights from research on the causes and consequences of group, unit, and organizational turnover. The review is organized around five major "considerations," including (1) measurement and levels of analysis issues, (2) consequences, (3) curvilinear and interaction effects, (4) methodological and conceptual issues, and (5) We thank Jacob Holwerda and Shaun Werbelow for research assistance.Collective Turnover at the Group 2 Abstract Studies of the causes and consequences of turnover at the group, unit, or organizational level of analysis have proliferated in recent years. Indicative of its importance, turnover rate research spans numerous academic disciplines and their respective journals. This broad interest is fueled by the considerable implications of turnover rates predicting broader measures of organizational effectiveness (productivity, customer outcomes, firm performance) as well as by the related perspective that collective turnover is an important outcome in its own right. The goal of this review is to critically examine and extract meaningful insights from research on the causes and consequences of group, unit, and organizational turnover. The review is organized around five major "considerations," including (1) measurement and levels of analysis issues, (2) consequences, (3) curvilinear and interaction effects, (4) methodological and conceptual issues, and (5) antecedents. The review concludes with broad directions for future research.Keywords: turnover; retention; performance; organizational effectiveness Collective Turnover at the Group 3 Employee turnover is one of the most widely studied phenomena in the organizational sciences, historically receiving significant top journal attention, particularly with regard to predicting why individuals leave organizations. As part of the recent shift toward a more strategic approach to studying human resource (HR) management, however, researchers have become increasingly aware of the importance of understanding turnover at the group, unit, and organizational levels. Indeed, as of 2010, more than 100 articles have been published on turnover at these levels, over half of which appeared in the past decade alone. This literature, although largely consistent with the longstanding assumptions that turnover in the aggregate has meaningful implications for organizations, lacks a rigorous analysis of its major antecedents and consequences, a...

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“…Turnover is an important aspect for organizations because it is a determining factor of organizational effectiveness (Park et al 1994). It is also important to note that turnover can be predicted through turnover intentions or the intention to leave (Jaros 1997;Vandenberg and Nelson 1999).…”

Section: Hr Attributions and Turnover Intentionmentioning

confidence: 99%

The Link between HR Attributions and Employees’ Turnover Intentions

Tandung

2016

GADJAH MADA INT. J. BUS.

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Human Resources Management (HRM) is part of the organizational functions that contribute to the effectiveness of a firm's performance, and brings an organization a competitive advantage through the implementation of its Human Resources (HR) practices. HR practices adopted by management are perceived or attributed subjectively by individual employees, and can in turn affect the emp loyees' attitudes and behavior (e.g. Job satisfaction and turnover intention). The purpose of this study is to contribute to the process-based approach by investigating the effect of HR attributions on turnover intentions, with job satisfaction playing a mediating role. The analysis is on the individual level, with 454 respondents from various organizations within the Netherlands. The results show that HR attributions can affect the turnover intention, through the presence of job satisfaction. Thus, it can be said that it is important to always consider the employees' attitudes and behavior when examining their perception of HR practices, and in predicting their intention to leave. Abstrak:Manajemen sumber daya manusia (MSDM) adalah bagian fungsi organisasi yang berkontribusi pada keefektifan kinerja perusahaan dan juga merupakan sumber keunggulan kompetitif organisasi yang dicapai melalui implementasi praktik-praktik pengelolaan sumber daya manusia (SDM). Berbagai praktik pengelolaan SDM yang d iadopsi oleh manajemen dipersepsikan atau diatribusikan secara subjektif oleh para karyawan, dan selanjutnya hal ini dapat mempengaruhi sikap dan perilaku karyawan (misalnya: kepuasan kerja dan intensi untuk keluar). Penelitian ini bertujuan untuk berkontribusi pada pendekatan berbasis proses dengan menginvestigasi efek atribusi SDM terhadap intensi keluar, dengan menggunakan kepuasan kerja sebagai variabel pemediasi. Analisis penelitian ini dilakukan pada tingkat individual dengan menggunakan 454 responden yang bekerja pada berbagai perusahaan di Belanda yang bergerak di beragam sektor industri. Hasil penelitian menunjukkan bahwa atribusi SDM mempengaruhi intensi untuk keluar dari perusahaan, hanya jika hubungan tersebut dimediasi oleh kepuasan kerja. Oleh karena itu, sangat penting untuk mempertimbangkan sikap dan perilaku karyawan, ketika menganalisa bagaimana persepsi mereka terhadap praktik-praktik pengelolaan SDM, dan memprediksi intensi mereka untuk keluar dari perusahaan.

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Organizational and Environmental Determinants of Functional and Dysfunctional Turnover: Practical and Research Implications

Cited by 87 publications

References 25 publications

Causes and consequences of collective turnover: A meta-analytic review.

Causes and consequences of collective turnover: A meta-analytic review.

Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications

The Link between HR Attributions and Employees’ Turnover Intentions

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