Job and community embeddedness on voluntary turnover

Purpose The purpose of this paper is to unite research on migration patterns and job and community embeddedness to examine how the distance an employee has relocated to take a job affects voluntary turnover behavior and how that behavior is impacted by both on-the-job and off-the-job factors. Design/methodology/approach This paper tests these relationships in a longitudinal field study of 2,297 engineers. Findings The distance an employee relocates for a job has an impact on their voluntary turnover behavior, and one form of embeddedness (educational reimbursement) moderates the distance–voluntary turnover relationship. In addition, direct effects of other types of embeddedness reduce the likelihood of voluntary turnover (assimilation programs and employee contributions to local non-profits). Practical implications This paper provides practitioners with information to supplement employee retention activities through the use of company-offered benefits. Originality/value By finding support for the hypothesis that employees who relocated a greater distance from where they earned their last degree are more likely to voluntarily terminate their employment, support was found for a link between turnover models and repeat migration. Support was also found for company-offered benefits as forms of embeddedness, reducing voluntary turnover behavior.

A Comparative Review of Turnover Models and Recent Trends in Turnover Literature

Objective - Employee retention is a challenging agenda in human resource management. This paper attempts to undertake a comparative analysis of primitive turnover models with more recent trends in turnover literature, and highlight the importance of environmental factors in retaining employees. Methodology/Technique - Literature of turnover, turnover intention and turnover models were reviewed. Findings – Traditionally, scholars such as William H. Mobley (1977), Price and Mueller (1981), and Bluedorn (1982) emphasised job satisfaction, organisation commitment, performance, job searching and job opportunities as the main predictors of employee turnover. However, in the 21st century, scholars such as Hassan, Akram, and Naz (2012); Mishra (2013); Chon (2012); Yilmaz and Ovunc (2015); and Sun and Wang, (2016) have begun to extend the retention model by including work life balance, human resource management practices, organizational reputation and prestige. This paper examines the development of retention models in the 1980s and 2000s. The study examines the evolution of retention determinants – beginning from organisational focus to a combination of organisational, non-organisational, economical, and environmental factors. The implication is that there has been a shift in the momentum of turnover predictors from attitudinal and behavioural factors, to a combination of external factors. To improve employee retention, an organisation must consider individual, organisational, and environmental factors and develop a more comprehensive strategy by incorporating every aspect of work and non-work settings. Novelty - This study undertakes a comparative review of turnover models with recent literature of turnover which has not been done extensively in previous literature. Type of Paper - Review. Keywords: Employee Turnover; Organisational Reputation; Organisational Prestige; Work life Balance. JEL Classification: J63, J64.

Employed Job Seekers and Job-to-Job Search

The purpose of this chapter is to review and integrate the existing research on job-to-job search behavior. The authors provide an overview of the various job-search and employee withdrawal/turnover models followed by a review of the prior empirical findings on the processes, antecedents, and outcomes of job-search behavior within the context of employed individuals. An important focus of this paper is the authors’ explicit focus on the varying objectives an employee may have for engaging in job-search activity. The chapter concludes by discussing developing issues in this research area and offering directions for future research to enhance our understanding of job-to-job search behavior.