Objective -
Employee retention is a challenging agenda in human resource management. This paper attempts to undertake a comparative analysis of primitive turnover models with more recent trends in turnover literature, and highlight the importance of environmental factors in retaining employees.
Methodology/Technique -
Literature of turnover, turnover intention and turnover models were reviewed.
Findings –
Traditionally, scholars such as William H. Mobley (1977), Price and Mueller (1981), and Bluedorn (1982) emphasised job satisfaction, organisation commitment, performance, job searching and job opportunities as the main predictors of employee turnover. However, in the 21st century, scholars such as Hassan, Akram, and Naz (2012); Mishra (2013); Chon (2012); Yilmaz and Ovunc (2015); and Sun and Wang, (2016) have begun to extend the retention model by including work life balance, human resource management practices, organizational reputation and prestige. This paper examines the development of retention models in the 1980s and 2000s. The study examines the evolution of retention determinants – beginning from organisational focus to a combination of organisational, non-organisational, economical, and environmental factors. The implication is that there has been a shift in the momentum of turnover predictors from attitudinal and behavioural factors, to a combination of external factors. To improve employee retention, an organisation must consider individual, organisational, and environmental factors and develop a more comprehensive strategy by incorporating every aspect of work and non-work settings.
Novelty -
This study undertakes a comparative review of turnover models with recent literature of turnover which has not been done extensively in previous literature.
Type of Paper -
Review.
Keywords:
Employee Turnover; Organisational Reputation; Organisational Prestige; Work life Balance.
JEL Classification:
J63, J64.
