The Cost of Turnover

By Timothy R. Hinkin, Bruce Tracey. 2000

501 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ca5040d9f487dc4f6610b48a536b5f2f9b39cd27

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Employee loyalty in Hungarian hotels (2013, background): “Hinkin and Tracey (2000) identified the folowing five cost categories in their study which investigates the nancial implications of labour turnover: separation costs; recruitent costs; selection costs; hiring costs; and loss of productivity osts, which they used to develop computer software to…”
An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in hospitality industry. (2010, background): “Several studies have also examined both the magnitude and costs of turnover in the hotel industry (Hom and Griffeth, 1995; Hinkin and Tracey, 2000; Pizam and Thornburg, 2000).”
The effect of employee advocacy and perceived organizational support on job embeddedness and turnover intention in hotels (2017, result): “This problem has been revealed in recent studies that have been conducted to investigate the financial determinants of the employee turnover rate (Waldman, Kelly, Arora ve Smith, 2004; Tziner ve Birati, 1996; Simons ve Hinkin, 2001; Hinken and Tracey, 2000).”
Psychological Contracts, Perceived Organizational and Supervisor Support: Investigating the Impact on Intent to Leave Among Hospitality Employees in India (2015, background): “Scholars have long recognized the importance of employee turnover in the hospitality industry (Hinkin & Tracey, 2000), and research in this area has increased over the years (Blomme, Rheede, & Tromp, 2010; Nadiri & Tanova, 2010; Kim, Lee, & Carlson, 2010).”
Effects of Individual and Organizational Factors on Job Satisfaction and Intent to Stay in the Hotel and Restaurant Industry (2010, methodology): “To assess if the measurement model was statistically acceptable five different fit measures, as presented in Table 3 , were selected and reviewed ( Hair, Anderson, Tatham, & Black, 1998 ; Kline, 1998 ).”
Well-being, affective commitment and job satisfaction: influences on turnover intentions in casual dining employees (2020, background): “Finally, employee turnover has been a long-term problem in the hospitality industry (Gordon et al., 2019; Hinkin & Tracey, 2000; Pizam & Thornburg, 2000).”
Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes (2007, background): “…are an important consideration, given their impact on actual turnover behaviors (Cotton & Tuttle, 1986; Griffeth, Hom, & Gaertner, 2000) and the costs of turnover, which, according to one estimate, can constitute as much as 5% of an organization's operating budget (Hinkin & Tracey, 2000).”
Individual and organizational determinants of turnover intent (2013, background): “Turnover is costly (Hinkin and Tracey, 2000), and despite recent economic downturns, “labor shortages in critical industries across the globe have emphasized the importance of retaining key employees for organizational success” (Holtom et al.”
Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus (2014, background): “All rights reserved. mismanagement of resources can lead to their demise, they have focused on cost minimization while simultaneously maintaining quality (Birdir, 2002; Hinkin & Tracey, 2000).”
The effects of leadership satisfaction on employee engagement, loyalty, and retention in the hospitality industry (2019, background): “Although the hospitality literature is replete with studies focused on employee turnover (e.g., Hinkin & Tracey, 2000; Milman, 2003), there is an emergence of research aimed at examining factors related to retention (Mohanty & Mohanty, 2014; Moncarz, Zhao, & Kay, 2009).”
Work-Family Conflict as a Cause for Turnover Intentions in the Hospitality Industry (2010, background): “Generally, high turnover rates of highly educated employees will lead to higher staffi ng costs ( Hinkin and Tracey, 2000 ; Hillmer et al , 2005 ), an erosion of the company ’ s implicit knowledge base ( Coff, 1997 ), a decrease in organizational competencies ( Walton, 1985 ; Lado and Wilson, 1994…”