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Annotated Bibliography
Al Amri, H. S. S., & Pandey, J. (2019). The perceived impact of employee turnover and its
outcome on the efficiency of the organizational performance. Journal of Student
Research. https://doi.org/10.47611/jsr.vi.891.
This article outlines the challenges that organizations may face when addressing the issue
of employee turnover, which include the hardness of replacing leaving employees and the
costs associated with replacing those employees. It also presents two employee turnover
types: voluntary and involuntary. In this regard, high level of employee turnover may put
the organization's performance at risk because it would take time and budget to retain the
level of productivity of the leaving employees.
Anzazi, N. (2018). Employee turnover on organizational performance in the telecommunication
industry in Kenya (Doctoral dissertation, MUA).
Anzazi conducted a study on organizations that operate in the telecommunication
industry in Kenya, and the study found that the lack of employee reward, the lack of
career growth, poor health and safety remuneration, and the lack of employee motivation
are some of the main drivers of employee turnover. These factors suggest that the
management should address employees' desire to have better-paying jobs, thus providing
valuable insight into what organizations should consider when formulating policies to
retain their employees.
Crisp, G. (2021). Employee turnover: Costs, causes and cures. Murray State University.
This paper investigated the high costs resulting from employee turnover and proposed
recommendations to avoid excessive turnover. It presents several intriguing findings,
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including that the costs of turnover may reach up to 200% of the leaving employee's
salary due to the new employee's hiring and training costs (Crisp, 2021), implying that
for every employee leaving an organization, the organization should be prepared to spend
double than what the employee is worth to find a replacement. This paper offers an
intriguing insight into what organizations should prepare when dealing with employee
turnover, allowing it to contribute a valuable foundation to this study.
Gen, F. M. (2018, September 20). The true, crippling costs of employee turnover. HRMAria,
https://hrmasia.com/the-cost-of-employee-turnover/.
In this article, Gen (2018) debunked the traditional belief that long working hours
translate into a high employee turnover rate by proving that employees who do not feel
they are heard by their leaders are more likely to leave. The article also presents that the
amount of costs organizations must cover when employees leave depends on how skilled
or influential those employees are to their operations, meaning that more highly skilled
employees cost more to replace than their less influential counterparts. It provides
valuable information regarding the phases in the employee life cycle that may serve as an
insight into this study's recommendation to retain employees.
Jun, M., & Eckardt, R. (2023). Training and employee turnover: A social exchange perspective.
BRQ Business Research Quarterly, 23409444231184482.
https://doi.org/10.1177/23409444231184482.
This article highlights that training costs would only be beneficial for organizations if
they are spent on employees who stay there, not leaving them (Jun & Eckardt, 2023). It
employed the social exchange theory to conclude that employees' job qualifications and
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educational backgrounds determine how much organizations spend to compensate for
their resignations as it found that retaining employees is better than letting them go as it
allows organizations to avoid the need to spend excessive costs. This article introduces
the possible adoption of the social exchange theory to help explain the possible costs of
employee turnover and their impacts on organizations, which is a useful input for this
study.
Kwame, K. E., Mahama, F., Boahen, P. A. N., & Denu, M. K. W. (2017). The effect of
employee turnover on the performance of Zoomlion Ghana limited. Journal of business
and economic development, 2(2), 116–122.
https://www.doi.org/10.11648/j.jbed.20170202.17.
This article presents possible causes of employee turnover and its impacts on the
organization's performance. It offers unique insight into how the lack of motivation
among employees drives them to leave the organization, confirming that intrinsic factors
are as determining as extrinsic factors, adding another layer to the formulation of
strategies to address the issue of employee turnover. It provides an in-depth assessment of
the impact of employees' motivation and the strategies to minimize its negative impacts.
Mumin, A. A., & Iddrisu, S. (2022). Employee turnover and job satisfaction: A synthesis of
factors influencing employee turnover in institutions of higher learning in Ghana.
International Journal of Educational Policy Research and Review, 9(4), 104.
https://doi.org/10.15739/IJEPRR.22.012.
This article presents the prevalence of employee turnover among higher institution
lecturers as they grow dissatisfied with their current roles. Such dissatisfaction stems
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from the lack of desired salary, poor working conditions, and poor interpersonal
relationships with colleagues. The author confirmed that low salaries and poor working
environments are two of the most pressing factors that lead to employee turnover,
thus providing insight into how the management of organizations should address the employee
turnover issue.
O’Connell, M. (2010). Employee turnover & retention: understanding the true costs and reducing
them through improved selection processes. Industrial Management article, 2.
According to O'Connell (2010), organizations should not only be prepared to cover
apparent hiring and training costs that emerge from employee turnover but also several
hidden costs, such as productivity loss and damaged team morale. The article suggests
that organizations should ensure the quality of their selection process by carefully
assessing a new employee's turnover risks and motivation to join them from the
beginning (O'Connell, 2010). Such an insight shapes this study's recommendation that
organizations should be strictly selective to avoid covering the costs of employee
turnover repeatedly in the future by making sure they can hire employees without
excessive fear of losing them.
Tracey, J. B., & Hinkin, T. R. (2008). Contextual factors and cost profiles associated with
employee turnover. Cornell Hospitality Quarterly, 49(1), 12-27.
Tracey and Hinkin (2008) outline the trend of employee turnover in the hospitality
industry as they found that the industry has a higher rate of turnover than other industries
due to its highly volatile working environment. They also present two primary financial
impacts of employee turnover, which are damaged revenue due to uncertainty in the
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team's capacity to deliver quality services and direct costs of replacing employees. Such
an insight exposes this study to the confirmation of why organizations should consider
retaining employees by committing to accommodate their expectations rather than letting
them leave to avoid covering up significant costs emerging from their resignation.
Zhang, L. Y., & Rong, X. Y. (2015, April). Analysis of employee turnover cost and impact on
economic benefits. In 2015 International Conference on Automation, Mechanical
Control and Computational Engineering. Atlantis Press.
This article outlines the absence of a valid quantitative scheme to measure the impacts of
employee turnover on organizations' economic growth, implying that organizations
should deal with the uncertainty of the financial risks of letting their employees go.
However, it proposes a mechanism to predict how much organizations should cover when
their employees leave through a mathematical relationship model that accurately
calculates an organization's turnover limits so it may have an early warning as it faces the
risk of turnover (Zhang & Rong, 2015). The article offers insight into how this study
should perceive costs emerging from excessive employee turnover.
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