Org Change

In: Social Issues

Submitted By chamz
Words 2731
Pages 11
Organisational Change and Employee Turnover
Kevin M. Morrell, John Loan-Clarke and Adrian J. Wilkinson

Total Word Count: 4515 K v Mor ls f ayaD c r R sa h t et iP Ditl ‘ dln ei r liai l er ot a eer Su n h h sie Moei n e n ol c d ,s td lg E p ye unvr k.m.morrell@lboro.ac.uk m l e T roe , o ’

John Loan-Clarke is a Lecturer in Organisational Behaviour, j.loan-clarke@lboro.ac.uk

Professor Adrian Wilkinson is Professor of Human Resource Management, a.j.wilkinson@lboro.ac.uk

All authors are based at: Loughborough University Business School, Loughborough LE11 3TU, UK.

Key Words: Employee Turnover, Organisational Change, NHS

1

Organisational Change and Employee Turnover

Abstract This paper investigates employee turnover, using data from a recent study of 352 NHS nurse leavers. We explore individual decisions to quit in a context characterised by change, and suggest a mechanism whereby organisational and contextual change can prompt individual leaving decisions. We develop and test hypotheses designed to shed light on the links between organisational change and individual decisions to quit. We then develop a theoretical, heuristic model describing the relationship between organisational change and turnover. The managerial implications of this model are outlined and the paper concludes with an agenda for future research.

Introduction Employee turnover is a much studied phenomenon (Shaw, Delery, Jenkins and Gupta 1998: 511). Indeed, one recent meta-analysis (Hom and Griffeth: 1995) alone reviewed over 800 such studies (Iverson 1999). However, there is no universally accepted account for why people choose to leave organisations (Lee and Mitchell 1994), even though it is predominantly in instances where the employee makes the decision (rather than in cases of involuntary turnover) that organisations and organisational theorists have an interest.…...

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