The development of a process model of collective turnover

Abstract

A B S T R AC TBased on three case studies, we constructed an inductive process model of collective turnover, those instances in organizational life when two or more people choose to leave their organization in close temporal proximity based on shared social processes. The model highlights three phases through which an escalating interaction process that culminates in collective turnover unfolds. First, two or more members of an organizational group experience unresolved dissatisfaction with some aspect of their organization. Second, individual negative experiences are transformed into shared group perceptions through group sensemaking and emotional contagion that occurs in cohesive groups that view themselves as superior to others. Third, when group members feel no hope of improvement but have other opportunities available and few constraints on leaving, they collectively decide to leave their organization, begin searching for placements, and, turn over. We propose theoretical and practical implications of this model. K E Y WO R D Scollective turnover emotion group cohesion process model sensemaking turnover Turnover is an important organizational phenomenon that has invited close attention for decades (e

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

“…Fortunately, such theoretical work is emerging (e.g., Bartunek, Huang, & Walsh, 2008;Hausknecht & Holwerda, 2013;Nyberg & Ployhart, 2013), and we encourage follow-up empirical studies along these same lines. Further, at a conceptual level, some conclusions about turnover interventions (e.g., HR practices) or turnover's impacts on performance depend, in part, on exactly who leaves.…”

A communicative-tension model of change-induced collective voluntary turnover in IT

“…Some of these studies have looked at gender discrimination issues (Joseph et al 2015), HR practices such as succession management capabilities (Tornack and Schumann, 2014), supervisor trust (Erturk, 2014), recognition and achievement (Cinni, 2014), work-life imbalance (Goswami 2014;Zhao and Rashid, 2010), work exhaustion and stress related issues (Armstrong et al, 2015;Maier, et al, 2015;Shih et al, 2013;Calisir et al, 2011;Paige et al, 2008), IT career mobility (Joseph et al, 2012), discrepancy in career anchors (Chang et al, 2012;Jiang, 2011), organizational commitment and professional commitment (Cho and Huang, 2012), job utility (Dinger et al, 2012), personality traits of IT personnel and even user attitudes towards new technology (Maier et al, 2013;Ragu-Nathan et al, 2008). Even though some of the antecedents within the individual, job-related, psychological, organizational and environmental categories can enrich a multilevel analysis (group, unit, and organizational levels) of turnover (Holtom et al 2008;Bartunek et al 2008), they are generally treated as inputs to individual decisions.…”

“…Scholars have begun adopting process studies of collective turnover to overcome some of the inherent weaknesses in relying too much on variance studies (Bartunek et al, 2008). Instead of focusing on the relationships between discrete predictor variables measured at discrete points in time to predict a certain outcome variable, they employ process studies to explain how a sequence of events unfolds over time to culminate into an outcome (van de Ven, 2007;van de Ven and Huber, 1990;van de Ven and Poole, 1995).…”

A Review of Employees Collective Turnover Research and Prospects

“…For example, Gmysbery and Abrahams believe that when the higher the closer the relationship and interaction between members, his leader is more personality in the informal organization, [4]. And Bartunek et al also believe that the collective turnover is two and more members of the organization based on the sharing of social processes and decision-making, in a similar time to leave an organization [5].…”

“…The process model of collective turnover. The process model of collective turnover was first proposed by Bartunek et al [5], then the model was modified by Dong and Wang [9]. Bartunek et al believes that collective turnover is an external solution to the group's negative emotions, including the voice and exit of two links.…”