What is it about?

Despite extensive scholarly research and organizational interest in employee turnover, there remains a gap between science and practice. This article bridges this gap and replaces several misconceptions about turnover with guidelines for evidence-based retention management strategies.

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Why is it important?

This article bridges the science-practice gap with respect to employee turnover, and replaces several misconceptions about turnover with guidelines for evidence-based retention management strategies focused on shared understanding of turnover, knowledge of cause-and-effect relationships, and the ability to adapt this knowledge and apply it to disparate contexts. We provide new tools such as an illustration of the relative strength of turnover predictors, a summary of evidence-based HR strategies for managing turnover, and a new framework for implementing evidence-based retention strategies.

Perspectives

This article is an extension of earlier work done for the SHRM Foundation (https://www.shrm.org/about/foundation/research/pages/retainingtalentepg.aspx), and later resulted in a book expanding on these ideas (http://www.amazon.com/Managing-Employee-Turnover-Strategies-Organizational/dp/160649340X). We were thrilled that this article was named the 2010 Outstanding Article by Academy of Management Perspectives, and also awarded the 2011 Outstanding Practitioner Publication Award from the OB Division of the Academy of Management.

Professor David G Allen
Rutgers The State University of New Jersey

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This page is a summary of: Retaining Talent: Replacing Misconceptions With Evidence-Based Strategies., Academy of Management Perspectives, May 2010, The Academy of Management,
DOI: 10.5465/amp.2010.51827775.
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