Employee Turnover in Public Administration: Annotated Bibliography

Introduction to Employee Turnover Research

An, S. H. (2019). Employee voluntary and involuntary turnover and organizational performance: Revisiting the hypothesis from classical public administration. International Public Management Journal, 22(3), 444–469.

The author points out that employee turnover has been a topic of interest for scholars across various disciplines for many years. The prevailing hypothesis has been that voluntary turnover has a negative impact on organizational performance, while involuntary turnover has a positive impact. However, recent research has called this hypothesis into question.

The researcher's findings are generalizable and valid based on the methodology and research design used. The author examines older findings using a new framework, which is clearly articulated and defined. He is thus able to put forward a new hypothesis, which, however, should be tested before being adopted as a rule. The method of hypothesis review is novel in terms of construction but also necessary insofar as it relates to the deconstruction and reconstruction of new meaning on the topic.

Overall, this source will be helpful in the research as it articulates a point that other scholars gloss over or ignore — namely, that not all turnover is necessarily bad for an organization involved in public administration. The reason for this is that productive turnover functions like bloodletting in the sense that problematic employees exit, allowing employees who are genuinely committed to take their place.

Azis, E., Prasetio, A. P., & Utomo, K. H. (2019). Overcoming turnover intention problems: Direct–indirect model to identify the effect of perceived organizational support and job satisfaction in service-based organizations. Jurnal Aplikasi Manajemen, 17(3), 555–566.

In this study, the authors examined turnover intention with respect to job satisfaction. A direct–indirect model was proposed to identify the effect of perceived organizational support and job satisfaction on turnover intention. The results of the structural equation modeling analysis showed that perceived organizational support had a direct negative effect on turnover intention, while job satisfaction had an indirect negative effect on turnover intention.

Job Satisfaction, Organizational Support, and Retention

The authors used statistical evidence and data analysis to assess how employees perceive organizational support and how that perception impacts their sense of job satisfaction. The model employed was justified based on previous research, and the research design and methodology suited the study's needs. The authors' conclusions logically followed from the findings and were related back to the literature for the purpose of filling gaps in the existing body of research.

The aim of the research alone makes this study applicable and relevant to the broader research purpose. The findings, regardless of outcome, should be referenced in the work as they bear on the overall issue of addressing turnover. When it comes to perception and a state of mental well-being in the workplace, this study offers substantial supporting evidence for a literature review.

Ferreira, P. C. G., & Neiva, E. R. (2018). Antecedents of turnover in federal public administration. RAUSP Management Journal, 53, 366–384.

This article examines factors that contribute to turnover in public administration at the federal government level. One of the most important antecedents of turnover is job satisfaction: employees who are dissatisfied with their jobs are more likely to leave the organization. Another important factor is organizational commitment. The authors also examine the role that motivation plays in turnover in public administration and the need for workers to be able to utilize their skills effectively.

The research design is justified and appropriate for the methodology and purpose of the study. It does not address the Great Resignation, which is a more recent phenomenon, so there may be some sense in which this research is slightly dated on that point. All of these factors play a role in turnover, and understanding them is essential for managing the process effectively.

The conclusions are valid and useful to this research. It is evident that employees who do not feel loyal to their employer or who do not believe in the mission of the organization are more likely to leave. The finding that motivation is also an important factor will be used to support this research, as employees who are not motivated by their work are more likely to seek opportunities elsewhere.

Hassan, M., Jambulingam, M., Alam, M. N., & Islam, S. (2019). Redesigning the retention strategy against the emerging turnover of Generation Y: Revisiting the long-standing problems from the 20th to the 21st century. International Journal of Entrepreneurship, 23(2), 1–16.

This study shows that there is nothing new in the problem of turnover among workers in the new generation and that the problem of high turnover rates has been a long-standing issue for businesses since the early 20th century. In recent years, however, the problem has become more acute as businesses have struggled to retain employees from Generation Y, also known as millennials. HR solutions discussed include offering a better work-life balance for these employees.