An empirical analysis of dysfunctional and functional voluntary employee turnover.
详细信息
- 作者：Wallace ; Jolivette Glasgow.
- 学历：Doctor
- 年：2009
- 导师：Black, Vicky,eadvisorFlegle, Larryecommittee memberBrent, Williamecommittee member
- 毕业院校：Walden University
- Department：Applied Management and Decision Sciences
- ISBN：9781109286212
- CBH：3366833
- Country：USA
- 语种：English
- FileSize：401043
- Pages：124
文摘
Many authors have framed employee turnover as an inherently negative influence on an organization's bottom-line. While the focus of many of these studies has been the frequency of employee turnover as an outcome, less attention has been directed toward empirically examining the impact of voluntary turnover on the relative quality of human capital. Based on theoretical underpinnings proposed by Dalton, Todor and Shaw that attempt to operationally define functional and dysfunctional turnover, this research analyzed the impact of voluntary employee turnover on overall human resource quality. The correlational design examined the relative turnover functionality of 49 leavers and replacements employed at the central office of a regional insurance company using archival salary data and standardized performance evaluations. Group contrasts tested for differences in performance and salary between leavers and replacement employees； and utilized the theoretically prescribed combination of these measures as a test of pre/post turnover functionality. Chi-square analyses revealed that the voluntary turnover provided the company an opportunity for significant pay savings since most replacements were paid less than leavers； however, leavers were significantly better performers than replacements, and an analysis of functionality using a cross comparison of salary savings to performance revealed no significant gains for the company. These results support the conclusion that managerial strategies should strive to reduce voluntary turnover particularly among employees in key positions within the organization. Implications for social change include calling attention to long-term organizational consequences related to lowered organizational performance that may adversely impact the competiveness of the organization, the livelihood of individuals, and the economic base of a community.