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Retention, Engagement, and Turnover (Terms (Employee Turnover
voluntary
…
Retention, Engagement, and Turnover
Terms
Employee Turnover
- voluntary
- involuntary
- avoidable
- unavoidable
Positives:
- turnover of poor performers :smiley:
- regular input from 'new blood'
- new leadership can drive change
- new EEs = blank slate
- flexibility in labour costs
Negatives:
- high levels of EE turnover can be harmful to org perf
Costly:
- recruitment, selection, training costs
- relative poor perf of new EEs
- loss of knowledge + expertise
- loss of relationships (clients, customers, work-groups)
- diff industries have varying avg. turnover
- when unemployment is high, less turnover/mobility
push factors: dissatisfaction w/ org or work
pull factors: attractiveness of rival ERs
-
TURNOVER MODELS
Turnover Model from 1995 to present
(Brooks et al, 2008)
THE UNFOLDING MODEL
(*HOLTOM et al, 2006)
- job dissatisfaction is not the only reason for turnover -> shocks!
Study found:
- 60% shocks
- 59% expected shocks
- 40% personal shocks
- 64% positive shocks
- 8% neutral shocks
PATHS
Path 1: shock + script/plan
(know + expect sth to happen)
- no offer, occurs quickly
e.g. baby
Path 2: shock + no plan
(fine, then PC breach) :unamused:
- no offer
- job sat irrelevant
e.g. passed up for promo
Path 3: shock + no plan
- job sat is relevant, long timeframe b/c there is a search for alternatives
e.g. unsolicited job offer
-
-
(*MITCHELL et al, 2001)
- many people leave as a result of shocks
- many shocks are external of org and are not montary
ERs can:
- det. if turnover is a problem + analyse problem
- routinely assess job sat + org commitment, focus on supervision, pay, env't, and org values
- apply unfolding model --> learn + analyse shocks, use realistic job previews, attack unsolicited job offer problems
- ensure good job embeddedness #
- potentially mitigate these shocks from happening by offering childcare, flextime, etc.
RETENTION
Engagement: positive, fulfillment, work-related state that is characterized by vigor, dedication and absorption
ENGAGEMENT MODELS
Engagement & Burnout
(Schaufeli & Bakker, 2004)
Job Demands-Resources Model
(Demerouti et al, 2001)
ANTECEDENTS & EFFECTS OF JOB ENGAGEMENT
(*RICH et al, 2010)
- Engagement mediates relationships b/w:
value congruence
perceived org support (POS)
core self-evaluations CSE
AND
task perf
OCB
- engaged EEs tend to be helpful, courteous + involved in org matters
- willing to invest physical, cognitive and emotional energies
- exhibit enhanced perf
e.g. greater intensity for longer, pay more attention + more focused on responsibilites
INTERVENTIONS
(*BAKKER, 2015)
- work engagement is fostered by availability of job resources + personal resources
- orgs must provide working contexts that provide good fit b/w EEs' role expectations and work env'ts
Top-Down
- high challenge demands + high job resources are good for engagement fostering
- mgt utilizes interventions to det. job demands/resources that need to be focused on
Bottom-Up
- EEs shape _ mold their jobs
- asses their job + selves --> formulate adjustments for better P-J fit
JOB EMBEDDEDNESS
MODEL: person's connection to an org or community3 dimensions:
- Links
- Fit
- Sacrifices
INTEGRATING THE UNFOLDING AND JOB EMBEDDEDNESS MODEL
(*HOLTOM & INDERRIEDEN, 2006)
- job embeddedness is negatively correlated w/ voluntary turnover
- embeddedness can buffer neg. effetis of shocks
- embeddedness will improve prediction of vol. turnover above job sat. #