Organisational change and Employee Turnover
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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.
© 2004 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.