Mastering Employee Turnover Intention in the Modern Workforce

Mastering Employee Turnover Intention in the Modern Workforce

Kijpokin Kasemsap (Suan Sunandha Rajabhat University, Thailand)
DOI: 10.4018/978-1-5225-3917-9.ch013
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This chapter indicates the advanced issues of employee turnover intention; employee turnover intention, job satisfaction, and Human Resource Information System (HRIS); employee turnover intention and job burnout; employee turnover intention and mobbing; employee turnover intention, psychological capital, and work-family conflict; employee turnover intention and job engagement; and employee turnover intention in the health care industry. Turnover intention is a measurement of whether the organization's employees plan to leave their positions or whether that organization plans to remove employees from positions. Employee turnover is a natural part of business in any industry. Replacing employees can affect the organization's productivity, expenses, and overall performance. Understanding the effects of losing a high number of employees serves as a motivator to work toward reducing the employee turnover rate for the higher profits in the modern workforce.
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Employee turnover intention refers to the possibility of employees leaving their job and organization on their own will (Kuvaas, 2006) within a specified time period (Jaramillo, Mulki, & Boles, 2013) and obstructs the delivery of services (Waldman, Kelly, Arora, & Smith, 2004) as the remaining employees struggle to provide high-quality services when untrained employees replace previous experienced colleagues (Powell & York, 1992) toward negatively affecting consumers’ progress (Hurt, Grist, Malesky, & McCord, 2013) and family life (Grindle, Kovshoff, Hastings, & Remington, 2009).

When employees leave their jobs, they take with them critical knowledge acquired over time about the work position, the agency, and the consumers (Harris, Kacmar, & Witt, 2005). Employee turnover rates reduce the remaining employees’ morale (Byrd, Cochran, Silverman, & Blount, 2000), increase the workload of the remaining staff, and discourage eligible individuals from applying to open positions (Lambert, 2006) and are much higher for the poorly socialized employees suggesting there is a self-corrective effect in which uncommitted employees are more likely to leave their organizations (Somers, 2010).

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