![]() Nonetheless, the effect of a high level of turnover was generally agreed to be a negative sign of organizational effectiveness in the previous literature.Ī recent study conducted in North Macedonia estimated that the cost of turnover is 7% of the total service export and up to $21,700 per senior staff ( Sanja and Eftimov, 2016). This was also confirmed by the studies of Shaw (2011) and Glebbeek and Bax (2004). This is because employee turnover can increase productivity due to highly motivated new employees and better creativity and innovation. (2018) concluded that employee turnover and organizational performance tend to have a nonlinear relationship (inverse U-shape) that moderates the effect of the employee turnover level. In addition to the linear negative relationship, De Winne et al. Morrow and Mcelroy, 2007 Shen and Cannella, 2002). Koys, 2001 Koslowksy and Locke, 1989), most of the previous studies have agreed on the negative relationship between employee turnover and organizational performance (e.g. Although some studies have rejected the significant effect of employee turnover on organizational performance (e.g. Koslowksy and Locke, 1989 Michele Kacmar et al., 2006 Mcelroy et al., 2001). Hausknecht et al., 2009 Michele Kacmar et al., 2006) and profitability (e.g. Hambrick et al., 1993), quality of customer service (e.g. Various measures were used to examine how organizational performance was influenced by employee turnover, including sales growth (e.g. However, the findings were somewhat mixed, according to Shaw (2011). Shaw, 2011), and employee turnover has been proved to affect organizational performance negatively. The effect of employee turnover on organizations has been discussed widely in the existing literature (e.g. This term is commonly agreed in a wide range of studies, although the definition might not apply to some employee turnover studies because involuntary turnover might be included in the data ( Maertz and Campion, 1998). Maertz and Campion (1998) defined employee turnover as voluntary job terminations by employees where “voluntariness” is defined as “instances wherein management agrees that the employee had the physical opportunity to continue employment with the company at the time of termination” (p. ![]() As the turnover rate in hospitality is commonly higher than in other sectors, ranging from 60 to 120% annually ( Agovino, 2019), the cost of losing employees is significant, and the causes of turnover have been studied over the last decades. The full terms of this licence may be seen at Īccording to the US Bureau of Labor Statistics, approximately one-third of employees are estimated to quit their jobs in 2020 in the United States voluntarily. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Published in International Hospitality Review.
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