One of the first steps to better understanding employees’ reasoning behind exiting an organization is identifying what types of quitters you’re dealing with. Research has shown that five different types of quitters dependent on the presence of other job offers, preplanning, and conditional events exist (impulsive quitters, comparison quitters, preplanned quitters, conditional quitters, and satisficing quitters) along three dimensions of turnover (voluntary vs. involuntary, functional vs. dysfunctional, and avoidable vs. unavoidable.) So don’t worry, managers, it’s not always your fault. However, there are areas for improvement that may increase the likelihood of employees remaining committed.
Two of the often-cited reasons for exiting an organization are low employee engagement and low supervisory support. Employee engagement is exemplified by energized, dedicated, and involved employees. This may be increased through manager-led group meetings, empowerment, and challenging assignments.
Additionally, supervisors may show support for their workers through valuation. Simply organizing tasks and lending an ear can increase perceived supervisory support and retention rates. Implementing mentorship programs in which senior-level organizational members and junior-level organizational members are paired can also decrease turnover intentions. In addition to developing strong workplace relationships between the participants, the junior-level employees receive frame-of-reference training shown to be more effective and cost efficient than learning within a classroom setting.
So don’t fret. Partaking in these workplace behaviors and attitudes can increase your likelihood of keeping your valued employees by your side.
This post is one of four contributed by Masters students from the I/O Psychology program at the University of Texas at Arlington. To learn about the partnership between Insala and UTA, please watch this video.