The validation of the turnover intention scale

By C. Bothma, Gert Roodt. 2013

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Orientation: Turnover intention as a construct has attracted increased research attention in the recent past, but there are seemingly not many valid and reliable scales around to measure turnover intention. Research purpose: This study focused on the validation of a shortened, six-item version of the turnover intention scale (TIS-6). Motivation for the study: The research question of whether the TIS-6 is a reliable and a valid scale for measuring turnover intention and for predicting actual turnover was addressed in this study. Research design, approach and method: The study was based on a census-based sample ( n = 2429) of employees in an information, communication and technology (ICT) sector company ( N = 23 134) where the TIS-6 was used as one of the criterion variables. The leavers (those who left the company) in this sample were compared with the stayers (those who remained in the employ of the company) in this sample in respect of different variables used in the study. Main findings: It was established that the TIS-6 could measure turnover intentions reliably (α= 0.80). The TIS-6 could significantly distinguish between leavers and stayers (actual turnover), thereby confirming its criterion-predictive validity. The scale also established statistically significant differences between leavers and stayers in respect of a number of the remaining theoretical variables used in the study, thereby also confirming its differential validity. These comparisons were conducted for both the 4-month and the 4-year period after the survey was conducted. Practical/managerial implications: Turnover intention is related to a number of variables in the study which necessitates a reappraisal and a reconceptualisation of existing turnover intention models. Contribution/value-add: The TIS-6 can be used as a reliable and valid scale to assess turnover intentions and can therefore be used in research to validly and reliably assess turnover intentions or to predict actual turnover.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/416576f9b271b73abcaa5d113f1f460c8e1599e3

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Citations in the corpus

Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic (2021, methodology): “Employee Performance (Mediator Variable) The analysis used four elements from Rego and e Cunha (2008) to calculate EP.”
Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention (2015, background): “…(Schyns, Torka, & Gossling, 2007) or involuntarily, replacing an employee for a job position, mostly without the prior willingness of the employee (Bothma & Roodt, 2013; Price, 1977) According to (Ibrahim, Usman, & Bagudu, 2013), the rate of turnover varies from institutions to institutions.”
Job embeddedness, work engagement and turnover intention of staff in a higher education institution: An exploratory study (2013, background): “Research has shown that intent to leave an organisation is one of the indicators of turnover (Bothma & Roodt, 2013).”