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the supervisor and subordinate, the stronger the subordinate’s organisational
commitment will be.
2.7 Employee Turnover Intention
Turnover is the movement of individuals across organisations (Price, 2001). The
individuals are mostly employees, and the notion of movement means either an
accession to an organisation or a separation from the other organisation. The concept
of employee turnover can be understood under three fundamental characteristics,
voluntariness, avoidability and functionality. The act of employees leaving their jobs
could be initiated by employees themselves (e.g. resignation), by the organisation, or
by external factors in the form of dismissal or death (Morrell, Loan-Clarke, &
Wilkinson, 2004; Price, 2001).
Employee turnover has been found to have negative organisational consequences
including the high costs incurred in replacing the employees, the negative influences
on the existing employees and the demoralising effects on other organisational
members(Kim et al., 2010a; Tziner & Birati, 1996). Turnover is expensive and
represents an exodus of the investment from the organisation including the cost
incurred for substituting the employee (Denvir & McMahon, 1992). Added to these
costs there are also potential costs of unsatisfied or lost customers due to unskilled or
poor service offered by new and poorly trained staff (Simons & Hinkin, 2001). The
possible negative organisational outcomes can also be that the employees who stay
have low levels of performance and organisational commitment(Davidson et al., 2010).
The reason for this might arise from the physical consequences such as increased
workload or psychological consequences such as feelings of betrayal and being “left
behind”(Williamson et al., 2008).
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