Companies pay special attention to employee turnover rates because losing qualified employees causes many financial and nonfinancial problems. Thus managers should find permanent solutions for disruptive turnovers. Literature gives strong cues for preventing high turnover rates. This study makes significant contributions to turnover literature by using empirical research results. The research has been carried out with 239 employees working in 36 different service firms operating in Turkey and it focuses on whether employee training and innovation can be used as instruments to decrease turnovers. While innovation and turnover scales were measured in one dimension, employee training scale was measured in two dimensions as extensive training and training in multiple functions. Results indicate that all variables are significantly correlated with each other. It is observed that innovation and training in multiple functions variables are having a significant power for decreasing turnover. Besides it is seen that the variable of innovation does not mediate the relationship between employee training and turnover.
Ahmad, S. & Schroeder, R.G. (2003). The Impact of Human Management Practices on Operational Performance: Recognizing Country and Industry Differences. Journal of Operations Management, 21, 19–43.
Basilevsky, A. (1994). Statistical Factor Analysis and Related Methods. New York: Wiley.
Bassi, L. J., Ludwig, J., McMurrer, D. P. & Van Buren, M. (2002). Profiting from learning: Firm-level effects of training investments and market implications. Singapore Management Review, 24(3), 61–76.
Batt, R. (1999). Work Organization, Technology, and Performance in Customer Service and Sales. Industrial and Labor Relations Review, 52(4), 539–64.
Becker, G. S. (1993). Human capital: A theoretical and empirical analysis with special reference to education (3rd ed.). Chicago, IL: University of Chicago Press. http://dx.doi.org/10.7208/chicago/9780226041223.001.0001
Bhatnagar, J. (2012). Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context. The International Journal of Human Resource Management, 23(5), 928-951.
Castellanos, R. M. M. & Martin, M. Y. S. (2011). Training as a source of competitive advantage: Performance impact and the role of firm strategy, the Spanish Case. International Journal of Human Resource Management, 22(3), 574–594.
Colarelli, S. M. & Montei, M. S. (1996). Some contextual influences on training utilization. The Journal of Applied Behavioral Science, 32(3), 306-322. http://dx.doi.org/10.1177/0021886396323005
Cook J.D., Hepwart S.J., Wall T.D. & War P.B. (1981). The experience of work a compendium and Review of 249 Measures and Their Use. London: Academic pres.
Cooke, F. L. (2000). Human Resource Strategy to improve Organizational Performance: A route for British firms. Working Paper No 9 EWERC, Manchester School of Management.
Dastmalchian, A. & Blyton, P. (1992). Organizational structure, HR practices and industrial relations. Personnel Review, 25, 58–68.
Datmalchian, A., Blyton, P. & Adamson, R. (1991) Climate of workplace relations. London/New York: Routledge.
Dessler, G. (2006). A framework for human resource management. Upper Saddle River. NJ: Pearson/Prentice Hall.
Elmac?, O. & Yalç?n, M. (2012). Measuring innovation power of businesses: A regional research in food and agricultural industry. Journal of the Faculty of Economics/ ?ktisat Fakültesi Mecmuasi, 62(2).
Ettlie, J.E. (1985). The impact of interorganizational manpower flows on the innovation process. Management Science, 31(9), 1055-1071.
Guidice, R. M., Heames, J. T. & Wang, S. (2009). The indirect relationship between organizational-level knowledge worker turnover and innovation: an integrated application of related literature. The Learning Organization, 16(2), 143-167.
Harris, J. (1990). Using Attitude Change to Measure Affective Response: An Investigation of Voluntary Turnover Behavior. Unpublished Ph. D. Dissertation, Florida University.
Hom, P. W. & Kinicki, A. D. (2001). Toward a greater understanding of the how dissatisfaction drives employee turnover. Academy of Management Journal, 44(5), 975–987.
Hom, P. W. & Griffeth, R. W. (1991). Structural equations modeling test of a turnover theory: Cross-sectional and longitudinal analyses. Journal of applied psychology, 76(3), 350-366.
Huselid, M. A. (1995) . The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. The Academy of Management Journal, 38(3), 635–672.
Jackson, S. E. & Schuler, R. S. (1995). Understanding human resource management in the context of organizations and their environments. Strategic Human Resource Management, 46, 237–264.
Khilji, S. E. & Wang, X. (2007). New evidence in an old debate: Investigating the relationship between HR satisfaction and turnover. International Business Review, 16(3): 377-395.
Laser, S. A. (1980). Dealing with the problem of employee turnover. Human resource management, 19(4), 17-21.
Lau, C. M. & Ngo, H. Y. (2004). The HR system organizational culture and product innovation. International Business Review, 13, 685–703.
Lee, T.W. & Mitchell, T.R. (1994). An alternative approach: The unfolding model of employee turnover. Academy of Management Review, 19, 51-89.
Olorunniwo, F. & Udo, G. (2002). The impact of management and employees on cellular manufacturing implementation. International Journal of Production Economics, 76(1), 27-38.
Pelham, A.M. & Wilson, D.T. (1996). A longitudinal study of the impact of the market structure, firm structure, strategy and market orientation, culture on dimension of small firm performance. Journal of the academy of marketing Science, 24, 27-43.
Price, J.L. (1977). The Study of Turnover. Iowa State University Press, Ames, IA
Price, J. l. (2001) . Reflections on the determinants of voluntary turnover. International Journal of Manpower, 22(7), 660-624. http://dx.doi.org/10.1108/EUM0000000006233
Rogg, Kirk L., Schmidt, David B., Shull,Carla. & Schmitt Neal. (2001). Human Resource-Practices, Organizational Climate and Customer Satisfaction. Journal of Management, 27,431-449.
Singh, K. (2004). Impact of HR practices on perceived firm performance in India. Asia pacific Journal of Human Resources, 42(3), 301-317
Terpstra, D. & Rozell, E. (1993). The relationship of staffing practices to organizational level measures of performance. Personnel Psychology, 46, 27-48.
Vandenberg, R.J. & Nelson, J.B. (1999). Disaggregating the motives underlying turnover intentions: When do intentions predict turnover behavior?. Human relations, 52(10), 1313-1336.
Kesen, M. (2016). The Impact of Employee Training and Innovation on Turnover Intention: An Empirical Research. International Journal of Academic Research in Business and Social Sciences, 6(1), 152-161.
Copyright: © 2016 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
