Review and conceptual analysis of the employee turnover process.

TLDR

Research on employee turnover shows that factors such as age, tenure, satisfaction, and commitment explain less than 20 % of variance, underscoring a lack of a clear conceptual model and limited multivariate and longitudinal studies. The study proposes a conceptual model that distinguishes present‑oriented satisfaction from future‑oriented attraction, incorporates nonwork values and contractual constraints, and seeks to integrate aggregate‑level findings into an individual‑level turnover framework. The model integrates aggregate‑level research into an individual‑level framework by distinguishing satisfaction and attraction for current and alternative roles while accounting for nonwork consequences and contractual constraints.

Abstract

Research on employee turnover since the Porter and Steers analysis of the literature reveals that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment are consistently and negatively related to turnover. Generally, however, less than 20% of the variance in turnover is explained. Lack of a clear conceptual model, failure to consider available job alternatives, insufficient multivariate research, and infrequent longitudinal studies are identified as factors precluding a better understanding of the psychology of the employee turnover process. A conceptual model is presented that suggests a need to distinguish between satisfaction (present oriented) and attraction/expected utility (future oriented) for both the present role and alternative roles, a need to consider nonwork values and nonwork consequences of turnover behavior as well as contractual constraints, and a potential mechanism for integrating aggregate-level research findings into an individual-le vel model of the turnover process. Employee withdrawal, in the form of turnover, has sustained the interest of personnel researchers, behavioral scientists, and management practitioners. At the macro level, economists and personnel researchers have demonstrated the relationship between turnover rates and the aggregate level of economic activity, employment levels, and vacancy levels (see, e.g., Armknecht & Early, 1972; Forrest, Cummings, & Johnson, 1977; Price, 1977; Woodward, 1975-1976). At the micro level, behavioral research has established a consistent, although generally weak, correlation between job dissatisfaction and turnover (Brayfield & Crockett, 19SS; Locke, 1976; Porter & Steers, 1973; Vroom, 1964; Herzberg, Mausner, Peterson, & Capwell,