Beyond Intent to Leave: Using Multiple Outcomes and Measures for Assessing Turnover

Background and Purpose:

The well-being of families is put at risk by difficulties that social service organizations experience in retaining competent staff. This paper reports on the findings of a mixed-method study to: (1) identify organizational, job, and personal factors contributing to turnover; (2) employ a range of different outcome variables; and (3) test multiple measures of turnover in a child welfare workforce. Organizational withdrawal is considered a more comprehensive measure of “turnover” in that it encompasses two subscales (job withdrawal and work withdrawal) that capture a continuum of behaviors indicative of turnover, rather than the typical one or two items that inquire about intent to turnover (Laczo and Hanisch, 1999). Armed with specific and predictive data related to organizational withdrawal, agency managers can become proactive in creating the conditions likely to enhance retention.

Methods:

Data collection was informed by a conceptual framework using previous research literature, and tested Glisson's (2006) organizational climate measures that have been refined over time. Multiple sources of data were utilized to develop a comprehensive understanding of employees' perceptions and behaviors, including public agency databases, self-report surveys (621, 56.5%), twenty-one focus groups (203, 61%), and 58 exit interviews and surveys in 24 county offices across a diversified state. Overall, there was geographical and demographic representation across the state.

The self-report survey used valid and reliable measures to determine employees' perceptions of personal, job and organizational conditions that contribute to satisfaction, commitment, effort-reward balance, and job withdrawal (intent to leave or transfer), work withdrawal behaviors (absent, late, not completing work, etc.), search behavior (actively seeking new job), and organizational exit. Semi-structured questions were developed for focus groups and exit interviews to better understand retention processes and turnover reasons. Hierarchical regression analysis was used to explain job withdrawal, work withdrawal, search behaviors, and exit among public child welfare employees.

Results:

Four significant regression models (p < .01) accounted for 47% of the variance in job withdrawal, 34% in work withdrawal, 36% in search behavior, and 66% in exit. There were similarities and differences with regards to the predictors of the outcomes. However, in each of the analyses, factors related to perceptions of the organizational climate explained significantly more types of organizational withdrawal than personal or job characteristics (i.e., salary, workload). For example, respondents who reported high levels of “stress” (captured by emotional exhaustion, role overload, role conflict), lack of inclusion in decision making, and low morale (job satisfaction, organizational commitment) reported higher job withdrawal, work withdrawal behaviors, search behavior and exit. An additional factor associated with organizational exit was lack of supervisor competence and support.

Conclusions and Recommendations:

Organizational climate factors are related to four different behavior measures – work withdrawal, job withdrawal, search behaviors, and exit. These are factors that evidence-based research shows are within the control of managers and can be successfully changed. Managers need to become more effective advocates and strategists for needed “climate” change and improved retention.