Research article: Look after they leap: illustrating the value of retrospective reports in employee turnover

Authors: Morrell, Kevin; Arnold, John

Source: International Journal of Human Resource Management, Volume 18, Number 9, September 2007 , pp. 1683-1699(17)

Publisher: Routledge, part of the Taylor & Francis Group

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Abstract:

The prevailing methodology for studying employee turnover is limited because it emphasizes prediction rather than understanding. This paper critiques this methodology and draws out the implications of an alternative: retrospective self-reporting, by actual leavers. Retrospective self-reporting has three main advantages. First, it allows direct assessment of actual incidents of turnover, so interventions can be informed by accounts of real events, instead of being based on inference. Second, it offers insight into the dynamic character of decisions to quit, which are often unpredictable or precipitated by sudden events. Third, it allows for assessment of the role of non-work factors. This makes a methodological contribution, allowing greater insight into the decision to quit, which is ontologically, socially and dynamically complex. It has implications for how we construe and manage turnover. The argument is illustrated by a recent study of 352 UK National Health Service nurse leavers but has wider implications for turnover in the public sector.

Keywords: Turnover; leavers; decision making; self-report; NHS; public sector

Document Type: Research article

DOI: http://dx.doi.org/10.1080/09585190701570759

Publication date: 2007-09-01

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