STUDYING EMPLOYEE TURNOVER BY SPLITTING UP THE USUAL COMPARISON GROUP

Abstract

The purpose of this study is to demonstrate how a mixed method of turnover research, combining advantages of traditional methods while reducing the disadvantages, may improve the fitness-for-use of turnover research for organizations. In a survey study, an exit group of former employees who had left an organization voluntarily was compared with a group of employees who were still working in the organization. Then, the comparison group was split into two subgroups. The true-comparison group was composed of employees who had a low intention of quitting. The potential-turnover group was formed by employees with a high intention of leaving the organization. Results show that, in general, no differences exist between the exit group and the potential-turnover group in mean scores on variables that (according to theory) determine turnover. But the exit group and the true-comparison group differ sharply. Implications for turnover research are discussed. Much of the literature suggests that employee turnover is related to unmet expectations, pre-existing intentions, and notions relating to perceived justice. Our study examines factors associated with employee turnover. However, the main purpose of the study was to demonstrate the advantages of a specific research