Theoretical Background of Employee Turnover

The Push-Pull Model of Turnover

The Push-Pull model of turnover declares that a curvilinear relationship existed between job performance and turnover (Jackofsky, 1984).

Low performers would be pushed out by poor future prospects and reduced job security while high performers would be pulled out from the organization by external employment alternatives with influencing from unsolicited offers (T. H. Lee et al., 2008). So, average performers most likely remain with the organization.

The Unfolding Model of Turnover

As a supporting of push-pull method and also developing the image theory, Lee & Mitchell (1991) Decided and developed a theory which is more comprehensive and realistic representation of causes which influence for employees to make their decision of exit.

The Unfolding Theory of Turnover discuss about five cognitive pathways which are the employees follow one of them while making the decision of exit the organization. Those five different pathways are as below (Lee & Mitchell, 1991; 1994).

(Source: https://scholarworks.sjsu.edu/etd_theses/4440)

References

Jackofsky, E. F. (1984) Turnover and job performance: An integrated process model. Academy of Management Review, 9, pp.74-83.

Lee, T. H., Garthart, B., Weller, I., and Trevor, C. O. (2008) Understanding voluntary turnover: path-specific job satisfaction effects and the importance of unsolicited job offers. Academy of Management Journal, 51, pp.651-671.

Lee, T. W., and Mitchell, T. R. (1991) The unfolding effects of organizational commitment and anticipated job satisfaction on voluntary employee turnover. Motivation and Emotion, 15, pp.99-121.

Lee, T. W., and Mitchell, T. R. (1994) An alternative approach: The unfolding model of voluntary employee turnover. The Academy of Management Review, 19, pp.51-89.