The issue is the measurement of turnover. The traditional reliance on a metric derived from a dichotomy which describes turnover as either voluntary or involuntary has the clear effect of overstating the gravity of turn-over for any organization. It also serves to perpetuate the notion that voluntary turnover invariably is detrimental to the organization. A taxonomy, which introduces the notions of functional turnover and managerial control that may reduce this tendency, is suggested. Implications for practitioners and organizational theorists are discussed.
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