Designing a Model of Employees’ Voluntary Turnover

Document Type : Management & Organization

Authors

1 Department of Public Management - Faculty of Management and Economics - Tarbiat Modares University.

2 Assistant Professor of Management Studies and Technology Development Center, Tarbiat Modares University, Tehran, Iran.

3 Professor of Public Management Departmant- Faculty of Management and Economics- Tarbiat

4 Associate Professor, Department of Public Management - Faculty of Management and Economics - Tarbiat Modares University.

Abstract

The most important function of human resource management is to attract qualified people and strive to maintain existing human resources. If management fails in this important task, the grounds for qualified employees for leaving organization and reducing productivity will be provided. The purpose of this study was to design employee voluntary turnover model. In this regard, following the method of grounded theory, a number of employees of the world service of IRIB were interviewed in a semi-structured way. In order to analyze data, open, axial and selective coding was used, which resulted in the extraction of 75 concepts, 50 categories and 15 basic theorems in the form of Strauss-Corbin paradigm model. Findings showed that categories such as feelings of injustice, feelings of corruption, autocratic and coercive management style, and etc. In the form of causal conditions lead to the phenomenon of "decision to leave the organization" as a central category in the organization. After that, the person leaves the organization in a planned way or suddenly (actions). Also, categories such as age and Work experience, degree of resilience of the individual, degree of family companionship, type of personality, type of previous job, network status and external communications as contextual factors affect selecting actions of the individual. The intervening category in this study was job embeddedness. The consequences of the actions described were such things as unemployment after leaving the organization, worsening of financial situation after leaving, peace of mind, enduring material and financial losses, and finding a more suitable job.

Keywords

Main Subjects

References

Aburumman, Omar; Salleh, Ahmad; Omar,
Khatijah; Abadi, Mohammad
(2020). The impact of human
resource management practices
and career satisfaction on
employee’s turnover intention.
Management Science Letters, 10,
641–652.
doi:10.5267/j.msl.2019.9.015
Anvari, R., JianFu, Z., & Chermahini, S. H.
(2014). Effective Strategy for
Solving Voluntary Turnover
Problem among Employees.
Procedia-Social and Behavioral
Sciences, 129, 186–190.
doi:10.1016/j.sbspro.2014.03.665
Appelbaum, S. H., Carrière, D., Abi Chaker,
M., Benmoussa, K., Elghawanmeh,
B., & Shash, S. (2009). RX for
excessive turnover: lessons in
communicating a vision (part 2).
Industrial & Commercial Training,
41(7), 368–376.
doi:10.1108/00197850910995764
Berry, M. L. (2010). Predicting turnover
intent: Examining the effects of
employee engagement, compensa
408
-tion fairness, job satisfaction, and
age. Unpublished PhD thesis,
University of Tennessee, Knoxville,
TN. Available from:
https://trace.tennessee.edu/utk_
graddiss/678/
Burton, J. P., Holtom, B. C., Sablynski, C. J.,
Mitchell, T. R., & Lee, T. W. (2010).
The buffering effects of job
embeddedness on negative shocks.
Journal of Vocational Behavior,
76(1), 42–51.
doi:10.1016/j.jvb.2009.06.006
Chen, B. T. (2017). Service Innovation
Performance in the Hospitality
Industry: The Role of
Organizational Training, PersonalJob Fit and Work Schedule
Flexibility. Journal of Hospitality
Marketing & Management, 26(5),
474–488.
doi:10.1080/19368623.2017.1264344
Ching, S.L., Kee, D., & Tan, C. (2016). The
Impact of Ethical Work Climate on
the Intention to Quit of Employees
in Private Higher Educational
Institutions.Journal of Southeast
Asian Research, Vol. 2016 (2016), 1-
11.
https://ibimapublishing.com/arti
cles/JSAR/2017/283881/283881.p
df
Collings, D. G., Scullion, H. & Caligiuri, P.
M. (2019). Global Talent
Management (2nd ed.). London:
Routledge.
Creswell, J. W. (2002). Educational
research: Planning, conducting,
and evaluating quantitative and
qualitative research. Upper Saddle
River, NJ: Pearson Education.
Currivan, D. B. (1999). The Causal Order of
Job Satisfaction and Organizational
Commitment in Models of
Employee Turnover. Human
Resource Management Review,
9(4), 495–524.
doi:10.1016/s1053-4822(99)00031-5
Edmondson, D. R., & Boyer, S. L. (2013). The
Moderating Effect of the Boundary
Spanning Role on Perceived
Supervisory Support: A MetaAnalytic Review. Journal of
Business Research, 66(11), 2186–
2192.
doi:10.1016/j.jbusres.2012.01.010
Guba, E. G., & Lincoln, Y. S. (1994).
Competing paradigms in qualitative
research. In N. K. Denzin & Y. S.
Lincoln (Eds.), Handbook of
qualitative research (p. 105–117).
Sage Publications, Inc.
Harhara, A. S., Singh, S. K., & Hussain, M.
(2015). Correlates of employee
turnover intentions in oil and gas
industry in the UAE. International
Journal of Organizational Analysis,
23(3), 493–504.
doi:10.1108/ijoa-11-2014-0821
Hobfoll, S. E., & Shirom, A. (2001).
Conservation of resources theory:
Applications to stress and
management in the workplace. In
R. T. Golembiewski (Ed.), Handbook
of organizational behavior (p. 57–
80). Marcel Dekker.
Jones, R. G., Stout, T., Harder, B., Levine, E.,
Levine, J. & Sanchez, J. I. (2008).
Personne psychology & nepotism:
Should we support anti-nepotism
policies? The Industrial/Organiz
-ational Psychologist, 45(3), 17-20.

https://citeseerx.ist.psu.edu/vie
wdoc/citations?doi=10.1.1.595.1577
Kerr, V. O. (2005). Influence of perceived
organizational support, organizatio
-nal commitment, and professional
commitment on turnover intentio
-ns of healthcare professional in
Jamaica. Unpublished doctoral
dissertation, Nova Southeastern
University.
Kalayu, H., Meaza, B., & Abebe, M. (2020).
The Pattern, Intent and Causes of
Employees’ Turnover in
Debreberhan University, Journal of
Human Resource Management, 8
(1): 21-31. Doi:
10.11648/J.JHRM.20200801.14
Kiazad, K., Holtom, B. C., Hom, P. W., &
Newman, A. (2015). Job embedded
-ness: A multifoci theoretical
extension. Journal of Applied
Psychology, 100(3), 641–659.
doi:10.1037/a0038919
Labatmedienė, L., Endriulaitienė, A., &
Gustainienė, L. (2007). Individual
correlates of organizational commi
-tment and intention to leave the
organization. Baltic Journal of
Management, 2(2), 196–212.
doi:10.1108/17465260710750991
Layne, C. M., Hohenshil, T. H., & Singh, K.
(2004). The Relationship of
Occupational Stress, Psychological
Strain, & Coping Resources to the
Turnover Intentions of Rehabilit
-ation Counselors. Rehabilitation
Counseling Bulletin, 48(1), 19–30.
doi:10.1177/00343552040480010301
Lobanova, L., & Ozolina-Ozola, I. (2014).
Comparative Evaluation of the
Practical Areas of Human Resource
Management in Lithuania and
Latvia. Procedia-Social and
Behavioral Sciences, 110, 607–616.
doi:10.1016/j.sbspro.2013.12.905
Luthans, F. (1992). Organizational
Behavior. Sixth edition. Singapore:
McGraw Hill Book Co.
Mitchell, T. R., Holtom, B. C., Lee, T. W.,
Sablynski, C. J., & Erez, M. (2001).
WHY PEOPLE STAY: USING JOB
EMBEDDEDNESS TO PREDICT
VOLUNTARY TURNOVER.
Academy of Management Journal,
44(6), 1102–1121.
doi:10.2307/3069391
Mobley, W. H., Griffeth, R. W., Hand, H. H.,
& Meglino, B. M. (1979). Review and
conceptual analysis of the
employee turnover process.
Psychological Bulletin, 86(3), 493–
522.
doi:10.1037/0033-2909.86.3.493
Price, J. L., & Mueller, C. W. (1981). A causal
model of turnover for nurses.
Academy of Management Journal,
24(3), 543–565. doi:10.2307/255574
Rahman, W., & Nas, Z. (2013). Employee
development & turnover intention:
theory validation. European Journal
of Training and Development, 37(6),
564–579.
doi:10.1108/ejtd-may-2012-0015
Riege, A. M. (2003). Validity and reliability
tests in case study research: a
literature review with “hands-on”
applications for each research
phase. Qualitative Market
Research: An International Journal,
6(2), 75–86.
doi:10.1108/13522750310470055.

\Rizwan, M., Arshad, M. Q., Munir, H. M. A.,
Iqbal, M. F., & Hussain, M. A.
(2014). Determinants of Employees
Intention to Leave: A Study from
Pakistan. International Journal of
Human Resource Studies, 4(3), 1.
doi:10.5296/ijhrs.v4i3.5871
Smith, D. R., Holtom, B. C., & Mitchell, T. R.
(2011). Enhancing precision in the
prediction of voluntary turnover
and retirement. Journal of
Vocational Behavior, 79(1), 290–
302.
doi:10.1016/j.jvb.2010.11.003
Soltis, S. M., Agneessens, F., Sasovova, Z., &
Labianca, G. J. (2013). A Social
Network Perspective on Turnover
Intentions: The Role of Distributive
Justice and Social Support. Human
Resource Management, 52(4), 561–
584.
doi:10.1002/hrm.21542
Tett, R. P. & Meyer, J. P. (1993). Job
satisfaction, organizational
commitment, turnover intention
and turnover: Path analyses based
on meta-analytic findings.
Personnel psychology, 46(2), 259–
293.
doi:10.1111/j.1744-
6570.1993.tb00874.x
Uğural, M. N., Giritli, H., & Urbański, M.
(2020). Determinants of the
Turnover Intention of Construction
Professionals: A Mediation Analysis.
Sustainability, 12(3), 1-12.
doi:10.3390/su12030954
Wang, Q.; Wang, C. (2020). Reducing
turnover intention: perceived
organizational support for frontline
employees. Frontiers of Business
Research in China, 14(6), 1-16.
doi:10.1186/s11782-020-00074-6
Zopiatis, A., Constanti, P., & Theocharous,
A. L. (2014). Job involvement,
commitment, satisfaction and
turnover: Evidence from hotel
employees in Cyprus. Tourism
Management, 41, 129–140.
doi:10.1016/j.tourman.2013.09.013

Files

History

  • Receive Date: 11 December 2020
  • Revise Date: 20 March 2021
  • Accept Date: 25 August 2021

Share

How to cite

Statistics