Unweaving leaving: the use of models in the management of employee turnover

The following paper offers a review of the literature on labour turnover in organizations. Initially the importance of the subject area is established, as analyses of turnover are outlined and critiqued. This leads to a discussion of the various ways in which turnover and its consequences are measured. The potentially critical impact of turnover behaviour on organizational effectiveness is presented as justification for the need to model turnover, as a precursor to prediction and prevention. Key models from the literature of labour turnover are presented and critiqued. The authors are all affiliated to; Loughborough University Business School Loughborough University Leicestershire LE11 3TU Contact Number (01509) 22 Kevin Morrell, Doctoral Researcher John Loan-Clarke, Lecturer in Organizational Behaviour Adrian Wilkinson, Professor of Human Resource Management