PROBLEMS THAT ORGANIZATIONS MEET
IN THE MANAGEMENT OF EMPLOYEE TURNOVER
Ana Živković – Josip Juraj Strossmayer University of Osijek, Faculty of Economics in Osijek, Trg Ljudevita Gaja 7, 31000
Osijek, Croatia
DOI: https://doi.org/10.31410/EMAN.2020.395
4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times, Online/Virtual, September 3, 2020, CONFERENCE PROCEEDINGS published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia; ISBN 978-86-80194-30-1, ISSN 2683-4510
Sažetak:
Okrutnost tržišta radne snage nameće uvjete u kojima se individualne razlike sve više zatomljuju
pa organizacijski aspekti više dolaze do izražaja kao važni uzročnici fluktuacije zaposlenika. Unatoč tome,
nemoguće ih je preskočiti jer ono što motivira jednoga zaposlenika, u potpunosti suprotno može djelovati
na drugoga zaposlenika pa je individualan pristup u upravljanju fluktuacijom neizbježan. To je puno lakše
reći, nego napraviti, posebno u velikim organizacijama, no postojanje razvijene politike upravljanja ljudskim
potencijalima može svesti stopu fluktuacije na minimalnu ili poželjnu razinu. Budući da je namjera
fluktuiranja neposredni prethodnik same fluktuacije, organizacije trebaju istražiti čimbenike koji dovode do
te namjere, a koji su mnogobrojni i raznovrsni, kao i ponašanja koja prethode fluktuaciji. Kako je fluktuacija
multidmenzionalna pojava, ona se tako nikako ne smije promatrati van vremena i konteksta u kojem se
pojavljuje, pa je nužno uzeti u obzir i vanjske čimbenike pri proučavanju mogućih odlazaka iz organizacije.
Ključne riječi:
Organizacijsko ponašanje, Upravljanje ljudskim potencijalima.
Abstract:
The cruelty on the labor market imposes conditions in which individual differences are increasingly
dimmed, so organizational aspects are becoming more prominent as important causes of employee
turnover. Nevertheless, it is impossible to skip individual differences because what motivates one employee
can affect differently another employee, so an individual approach in managing employee turnover is inevitable.
This is much easier said than done, especially in large organizations, but developed HRM policy can
reduce the turnover rate to a minimum or desirable level. Because the turnover intention is an immediate
antecedent to turnover behavior itself, organizations need to explore the factors that lead to that intention,
which are many and varied, as well as the behaviors that precede actual turnover. As employee turnover
is a multidimensional phenomenon, it must by no means be viewed outside the time and context in which it
occurs, and it is, therefore, necessary to consider external factors when evaluating and predicting possible
exits from the organization.
Keywords:
Organizational behavior, Human resources management..
REFERENCES
Barrick, M. R., & Zimmerman, R. D. (2005). Reducing voluntary turnover, avoidable turnover
through selection. Journal of Applied Psychology, 90(1), 159–166.
Bashir, A., & Durrani, F. (2014). A study on Determinants of Turnover Intention in Pakistan.
Journal of Public Administration and Governance, 4(3), 415-432.
Budhwar, P, Varma, A, Malhotra, N, & Mukherjee, A. (2009). Insights into the Indian call
centre industry: can internal marketing help tackle high employee turnover. Journal of
services marketing, 23(5), 351-362.
Buzeti, J., Klun, M., & Stare, J. (2016). Evaluation of Measures to Reduce Employee Turnover
in Slovenian Organisations. Ekonomie a Management, 19(1), 121-131.
Hang-Yue, N., Foley, S., & Loi, R. (2005). Work role stressors and turnover intentions: a study
of professional clergy in Hong Kong. International Journal of Human Resource Management,
16(11), 2133-2146.
Haines, V. Y., III, Jalette, P., & Larose, K. (2010). The Influence of Human Resource Management
Practices on Employee Voluntary Turnover Rates in the Canadian Non Governmental
Sector. Industrial and Labor Relations Review, 63(2), 228-246.
Hirsch, A. S. (2017). Don’t Underestimate the Importance of Good Onboarding. SHRM. https://
www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/dont-underestimate-
the-importance-of-effective-onboarding.aspx [pristupljeno 01.07.2019.]
Holtom, B. C., Mitchell, T. R., Lee, T. W., & Eberly, M. B. (2008). 5 turnover and retention
research: a glance at the past, a closer review of the present, and a venture into the future.
The Academy of Management Annals, 2(1), 231-274.
InsyncSurvey. (2012). The 2012 Insync Surveys Retention Review. http://www.insyncsurveys.
com.au/media/92979/the_2012_insync_surveys_retentionreview.pdf [pristupljeno
03.12.2018.]
Jenkins, A. K. (2009). Keeping the talent: understanding the needs of engineering and scientists
in the defense acquisition workforce. Defense A R Journal, 1(4), 164–170.
Kjeldstad, R., & Dommermuth, L. (2009). Hver fjerde ønsker å bytte jobb: Jobbtrivsel og mobilitet
på arbeidsmarkedet. Samfunnsspeilet 1 , Statistisk sentralbyrå, str. 29-35.
Lee, T. W., Hom, P. W., Eberly, M. B., & Mitchell, T. R. (2017). On the Next Decade of Research
in Voluntary Employee Turnover. Academy of Management Perspectives, 31(3), 201–221.
Mann, A., & Mccarvile, B. (2015). What Job-Hopping Employees Are Looking For. Business
Journal, November 13, 2015.
https://news.gallup.com/businessjournal/186602/job-hopping-employees looking.aspx?g_source=
EMPLOYEE_ENGAGEMENT&g_medium=topic&g_campaign=tiles [pristupljeno
01.07.2019.]
McNally, K. Six Secrets – Start Cutting; Employee Turnover and Absenteeism Right Now. Select
International Southern Africa. https://www.selectsa.co.za/downloads/six_secrets.pdf.
[pristupljeno 20.09.2018.]
Moreland, J. (2013). Improving job fit can improve employee engagement and productivity. Employment
Relations Today, 40(1), 57-62.
Niermeyer, R., & Seyffert, M. (2007). Motivation. München, Germany: Haufe.
O’Reilly, C. A., Caldwell, D. F., & Barnett, W. P. (1989). Work group demography, social integration,
and turnover. Administrative Science Quarterly, 34(1), 21–37.
Paulsen, M. (2014). Turnover Intention among Engineering Employees: A Question about Psychosocial
Work Environment Factors and Age? A quantitative study conducted on a global
oil and gas company. Master Thesis in Occupational and Organizational Psychology
Norwegian University of Science and Technology Institute of Psychology. https://core.
ac.uk/download/pdf/52111161.pdf [pristupljeno 07.01.2019.]
Peretz, H., & Fried, Y. (2012). National cultures, performance appraisal practices, and organizational
absenteeism and turnover: A study across 21 countries. Journal o f Applied
Psychology, 97(2), 1-12.
Robbins, S. P., & Judge, T., A. (2010). Organiazcijsko ponašanje. Zagreb, Hrvatska: Paerson,
Prentice Hall; Mate, Zagrebačka škola ekonomije i menadžmenta.
Robbins, S. P., & Judge, T., A. (2017). Organizational Behavior. London, UK: Paerson, Prentice
Hall.
Schaufeli, W., & Bakker, A. (2004). Utrecht Work Engagement Scale. Occupational Health Psychology
Unit, Utrech University.
Tolbize, A. (2008). Generational differences in the workplace. Research and training center of
community living, 19, 1-13.
Vnoučková, L., & Klupáková, H. (2013). Impact of motivation principles on employee turnover.
Ekonomicka Revue: Central European Review of Economic Issues, 16, 79-92.
Yang, Y., Liu, Y.-H., Liu, J.-Y., & Zhang, H.-F. (2015). The impact of work support and organizational
career growth on nurse turnover intention in China. International Journal of
Nursing Sciences, 2, 134-139.
