Factors that create voluntary turnover

Individual factors

According to Al Mamun and Hasan (2017) voluntary turnover is attributed to gender, level of education, years of work in an organization and marriage. Literature shows that rate of turnover among female workers is considerably higher than male employees. This can be due family roles of women. Besides, Rissanen (2017) affirms that employees may be tired with certain position or firms, hence leave. This is in line with a past study demonstrating that young and inexperienced employees with high education level are not committed to organisation. These negative attitudes are related to voluntary turnover (Asekun 2015). Individual aptitude is an important predictor of voluntary turnover. Incompetent workers cannot be dedicated to the organisation and thus vulnerable to voluntary turnover (Asekun 2015).
For workers above 30 years, it is important to take into account personal responsibility including they are main source of income or single parent the less likely to leave their job Generally, individual factors contribute to involuntary turnover. Furthermore, interpersonal relationships across different departments can lead to involuntary turnover. Zhang (2016) posit that organisations or departments with complicated interpersonal associations make it challenging for employees to relate with one another, which encourages them to leave.

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Factors that create voluntary turnover

Organizational factors

Besides individual factors, voluntary turnover is caused by unstable organizational structures. Previous literature shows that workers work for companies that have friendly and a stable workplace setting (Safiullah 2014). Quantitative management of workers contributes to dissatisfaction of workers and turnover. Based on this fact, management should not use quantitative approach in supervising workers. Cost-based techniques to labor expenses also encourage voluntary turnover. Hence, organisations must avoid these approaches and instead focus on necessary measures to cut labor costs. Zhang (2016) state that effective communication between the management and employees could be effective. Furthermore, the participation of employees in decision formulation makes them feel appreciated, influence job satisfaction and reduces turnover.

When workers feel contented about the roles, they stay working with the company for a long period (Lam et al. 2015). As such, employees should understand workplace environment. Essentially,, organizational structures that lead to voluntary turnover are ineffective selection and staffing policies; poor supervisory structures, lack of grievance processes and motivation (Hayward et al. 2016). Workplace environment also encourage voluntary turnover. Poor workplace is associated with lack of basic facilities including proper ventilation, safety equipment, lavatory, restroom, lightening or air condition. These conditions encourage workers to leave their jobs (Allen, Peltokorpi and Rubenstein 2016).

Factors that create voluntary turnover

Another factor that leads to voluntary turnover is the organisation’s commitment to training and development opportunities. These opportunities present a platform for employees to acquire skills and knowledge. Nonetheless, if the organisation does not invest in these training and development activities, employees do not get learning opportunities (Nicely 2015). This implies that without training and development activities employees fail to attain self-realisation, an aspect that leads to dissatisfaction. As such, they tend to leave the organisation.

Additionally, co-workers’ influence can encourage voluntary turnover. According to Bufquin et al. (2017), colleagues perceived competence leads to improved job contentment, turnover intents and commitment. This therefore means that co-workers perceived competence has considerable effect on workers job satisfaction resulting to improved organizational dedication.

Alternative job opportunities

Furthermore, alternative job opportunities contribute to voluntary turnover. Workers are likely to leave their current jobs if there are other alternative opportunities. Nonetheless, these issues are based on external factors like unemployment rate and availability of opportunities. Evidence shows that there is a correlation between job availability and voluntary turnover (Lee, Fernandez and Chang 2018). Alternative job opportunities can be exaggerated by the job market and education. This implies that highly educated workers can upgrade their position that the less educated ones and use their qualification as a competitive edge.

Factors that create voluntary turnover

Professional training programs

Consequently, training programs enable workers to reduce turnover. As a result of training and development opportunities workers have greater dedication to their job and motivate to work for the organisation. Research also shows that organisational culture contributes to voluntary turnover (Anitha 2016). The vital issue is respect and trust from the senior management. Organisations that acknowledge workers, reward them competitively and treat them with respect motivate them to stay with the company (Sabancıogullari and Dogan 2015). That is, workers value a supportive a work environment.