To quit or not to quit: organizational determinants of voluntary turnover in MNC subsidiaries in Singapore

Author: Reiche, B. Sebastian¹

Source: International Journal of Human Resource Management, Volume 20, Number 6, June 2009 , pp. 1362-1380(19)

Publisher: Routledge, part of the Taylor & Francis Group

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Abstract:

Adopting an inductive case study approach, the paper develops an empirically grounded theoretical framework for organizational determinants of voluntary turnover of local staff in MNC subsidiaries. The research draws upon semi-structured interviews with HR managers at the Singaporean subsidiaries of six western multinationals. Using the conceptual lens of organizational identification, the study derives two turnover determinants related to organizational structure and three turnover determinants related to organizational practices and explores how these organization-level factors may translate into individual turnover decisions. Implications for organizational responses to turnover and subsidiary staff careers are discussed.

Keywords: multinational corporations; organizational identification; Singapore; subsidiary staff; turnover

Document Type: Research article

DOI: 10.1080/09585190902909871

Affiliations: 1: Department of Managing People in Organizations, IESE Business School, Barcelona, Spain

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