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Organisational change and employee turnover

Kevin M. Morrell (Loughborough University Business School, Loughborough, UK)
John Loan‐Clarke (Loughborough University Business School, Loughborough, UK)
Adrian J. Wilkinson (Loughborough University Business School, Loughborough, UK)

Personnel Review

ISSN: 0048-3486

Article publication date: 1 April 2004

26790

Abstract

Using insights from the relevant literature and recent empirical data, this paper investigates the relationship between organisational change and employee turnover. It proposes a mechanism for how widespread change translates into individual decisions to quit, and corroborates four relevant hypotheses. The paper also illustrates the importance for managers of understanding avoidability – the extent to which turnover decisions can be prevented – and concludes with a research agenda, encapsulated by a model describing the relationship between organisational change and turnover.

Keywords

Citation

Morrell, K.M., Loan‐Clarke, J. and Wilkinson, A.J. (2004), "Organisational change and employee turnover", Personnel Review, Vol. 33 No. 2, pp. 161-173. https://doi.org/10.1108/00483480410518022

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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