Turnover intention: management behaviors to help retain talented employees

Abstract

Purpose The purpose of this viewpoint is to examine employee turnover intention to include how it manifests itself, aspects of the work environment or perceptions that tend to drive the behavior, and the turnover intentions that management has difficulty thwarting. We offer some suggestions for managers and supervisors to use to influence talented employees to remain on the job. Design/methodology/approach The approach was to review relevant empirical research and opinion articles for the period 2005 to the present that addressed the topic of turnover intention and to summarize findings that had particular relevance for practicing managers and supervisors. Findings Findings made clear that sound, proven management practices could have a substantial influence on retaining quality employees. The focal areas are: engaged employees who typically are high performers and who possess job satisfaction, and universal psychological needs. Proactively attending (for example: providing timely, frequent, feedback on performance) per these two domains can assist managers to retain employees. Practical implications There are many initiatives a manager or supervisor may take to assist employees to want to remain with an organization. Many of these initiatives have little to do with major policy issues, compensation, or other financial matters. Often, poor management practices are the drivers of turnover intention. Originality/value The value of this article is that it provides a practical view of the dynamics or turnover intention. And, grounded on empirical study of the concept, we provide some avenues for management to attend to in order to assist employees find satisfying work arrangements.