Individual and Organizational Factors in Turnover
By Sergio Valenzuela-Ibarra
The reasons why people leave their job are diverse and sometimes complex to understand. In this scenario, methods for retaining employees should consider individuals characteristics of employees as well in order to be effective. Research has revealed interesting findings about people differences at work in terms of turnover phenomenon. Some of the variables considered have been ethnicity, gender, and age. Hom, Roberson, and Ellis (2008) found that women leave their jobs more than men, and that Hispanic Americans, African Americans, and Asian Americans leave their jobs more than White Americans employees. In another study Nyberg (2010) found that people with low and high performance are more prone to leave their jobs than medium performers. This contradicts the traditional highly documented negative relationship between job performance and turnover.
Age is another individual variable which has been studied as a predictor of turnover. The main findings have revealed a negative relationship between age and turnover. It means that younger employees tend to leave their jobs more than older employees (Shacklock, Brunetto, & Nelson, 2009). The main insight from these studies is that methods for retaining employees should consider people differences in order to be effective and fit employees’ needs.
Several studies have been conducted in order to find predictors, mediators or moderators of turnover. Understanding these variables is critical to monitor and manage turnover in organizations.
According to different meta-analyses conducted in the topic of turnover (Bauer, Bodner, Erdogan, Truxillo, & Tucker, 2007; Griffeth, Hom, & Gaertner, 2000; Phillips, 1998), stronger predictors are: turnover intentions and job search. These variables are positively correlated to turnover and can be evaluated via employee surveys gathering information about intentions and concrete job search behaviors that employees have started, if any.
Organizational commitment and job satisfaction have been identified as important drivers of turnover. The more an employee is committed and satisfied, the less the probability of leaving the job. These variables can also be monitored and evaluated in order to predict turnover.
The relationship with supervisor and role clarity are other stronger predictors of turnover. A positive relationship between employee and supervisor will result on less probability of leaving the job. Training to supervisors is critical to achieve good employee-supervisor relationships. In the case of role clarity, the less job clarity, the more likelihood of leaving the job. This variable can be managed during the recruitment and selection processes being clear and realistic in the job preview. The socialization process can also play an important role in order to define and communicate expectations to manage role clarity.
Finally, work satisfaction, job scope, promotion opportunities, communication, participation in decision making, workgroup cohesion, and coworker satisfaction are moderately related to turnover (Allen, Bryant, & Vardaman, 2010). These variables should be managed through improving management systems and fostering a supportive and cohesive organizational culture.
