Organisational Change and Employee Turnover

Personnel Review, Vol. 33, No. 2, pp. 161-173, 2004

Posted: 19 Jun 2012

See all articles by Kevin Morrell

Kevin Morrell

University of Warwick - Warwick Business School

John Loan-Clarke

Loughborough University - Business School

Gene A. Wilkinson

affiliation not provided to SSRN

Date Written: June 19, 2012

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: organisational, change, employee, turnover, unfolding model

Suggested Citation

Morrell, Kevin and Loan-Clarke, John and Wilkinson, Gene A., Organisational Change and Employee Turnover (June 19, 2012). Personnel Review, Vol. 33, No. 2, pp. 161-173, 2004, Available at SSRN: https://ssrn.com/abstract=2087519

Kevin Morrell (Contact Author)

University of Warwick - Warwick Business School ( email )

Coventry CV4 7AL
United Kingdom

John Loan-Clarke

Loughborough University - Business School ( email )

Ashby Road
Loughborough
Leicestershire LE11, LE11 3TU
Great Britain

Gene A. Wilkinson

affiliation not provided to SSRN ( email )

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