Managerial turnover in US retail organizations

Shari L. Peterson

17 citations0/0 files storedJournal of Management Development

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Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource and Talent Management

Abstract

Purpose The purpose of this paper is to identify factors influencing retail managerial turnover. Design/methodology/approach The Organizational Model of Employee Persistence provided the theoretical framework for this longitudinal study. Responses to the Organizational Survey of Managerial Integration were obtained from 528 managers in three randomly‐selected retail organizations. Findings By identifying and facilitating organizational behaviors that lead to a more integrative work climate, retail organizations might reduce costs associated with turnover. Managers' perceptions of integration (connectedness or engagement with the organization) based on their organizational experiences and relationships significantly explained turnover. Research implications/implications The 54 specific items that comprise the construct, integration, can be used as baseline data. Other implications for research include further critique of the model and testing both within the USA and internationally; re‐examination of the factor structure of the instrument; adaptation to non‐managerial populations and to non‐retail settings; and structural equations modeling to determine directionality of the variables. Practical implications Organizations might pay closer attention to the career development needs of their managers through formal and informal opportunities for career development. In addition, organizations might address issues associated with worklife balance. Originality/value This study introduces a new model of employee turnover and the concept of integration to the turnover literature. The findings underscore the importance of management development in creating and sustaining an organizational climate conducive to retaining managerial employees.

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1990A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment.1993JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META‐ANALYTIC FINDINGS 2000A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium 2002Perceived supervisor support: Contributions to perceived organizational support and employee retention.1977Intermediate linkages in the relationship between job satisfaction and employee turnover.2001Affective commitment to the organization: The contribution of perceived organizational support.1994An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover 1994Organizational socialization: Its content and consequences.

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