Organisational change and employee turnover
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
:Emerald Group Publishing Limited
Copyright © 2004, Emerald Group Publishing Limited