Employee turnover
[2] Reasons for leaving include termination (i.e. involuntary turnover), retirement, death, transfers to other sections of the organization, and resignations.
[2] Factors external to the organization, such as employees seeking to meet financial needs, work-family balances, economic crises, etc.
Many organizations have discovered that turnover is reduced significantly when issues affecting employees are addressed immediately and professionally.
In the case of turnover, HR's role is to replace employees, while positions vacated through attrition may remain unfilled.
The only period that is an exception, as expected, is when the first wave occurred due to the Covid-19 pandemic, in which people had no opportunity to change their work.
[24][25][26] The true cost of turnover may depend on a range of variables including ease or difficulty in filling the position and the nature of the job itself.
Unskilled positions often have high turnover, and employees can generally be replaced without the organization or business incurring any loss of performance.
[31][non sequitur] High turnover often means that employees are dissatisfied with their jobs, especially when it is relatively easy to find a new one.
[32] It can also indicate unsafe or unhealthy conditions, or that too few employees give satisfactory performance (due to unrealistic expectations, inappropriate processes or tools, or poor candidate screening).
The lack of career opportunities and challenges,[33] dissatisfaction with the job-scope, ability to balance work and personal life, and conflict with the management have been cited as predictors of high turnover.
Low turnover indicates that none of the above is true: employees are satisfied, healthy and safe, and their performance is satisfactory to the employer.
Aside from the fore-mentioned career opportunities, salary, corporate culture, management's recognition, and a comfortable workplace seem to impact employees' decision to stay with their employer.
Many psychological and management theories exist regarding the types of job content which is intrinsically satisfying to employees and which, in turn, should minimise external voluntary turnover.
[36] In a study of public-sector union members, approximately one in five workers reported having considered leaving the workplace as a result of witnessing bullying taking place.
[37] According to Thomas, there tends to be a higher level of stress with people who work or interact with a narcissist, which in turn increases absenteeism and staff turnover.
Research suggests that organizational justice plays a significant role in an employee’s intention to exit an organization.
However, more and more employers today are finding that employees remain for approximately 23 to 24 months, according to the 2006 Bureau of Labor Statistics[citation needed].
Providing a stimulating workplace environment, which fosters happy, motivated and empowered individuals, lowers employee turnover and absentee rates.
[57] Continual training and reinforcement develops a work force that is competent, consistent, competitive, effective and efficient.
[59] Networking and strategizing within the company provides ongoing performance management and helps build relationships among co-workers.
[59] Taking the time to listen to employees and making them feel involved will create loyalty, in turn reducing turnover allowing for growth.
