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Staff Turnover as a Strategy of Knowledge Management: Empirical Evidence from Information Technology Industry in Sri Lanka

100%
Sanjeewani Dasanayaka R., Kuruppuge R. H.
Journal of Intercultural Management
|
2015
|
vol. 7
|
issue 2
151-163
EN
Information Technology (IT) industry in Sri Lanka can be considered as one of the fast growing industrial sectors in current competitive, technological oriented and rapidly changing business environment. Generally, IT industry performance depends on knowledge management (KM) in firms in the industry. The concept of staff turnover (ST) has become as more important aspect in the context of knowledge management. As limited research studies are shown in literature about staff turnover and knowledge management in IT industry in Sri Lanka, this research explore the impact of staff turnover on knowledge management in IT companies in Sri Lanka. The survey method has been adopted using structured questionnaire in Likert scale to collect data. Respondents from different job categories and companies for the sample have been selected using stratified sampling method. After descriptive analysis of basic features of respondents of the survey, the causal relationship between staff turnover and knowledge management is analyzed using correlation analysis. The major finding emulating from the study is that there is a positive relationship between high staff turnover and weak knowledge management. Further, the study shows that organizational factors such as managerial style, lack of recognition, lack of competitive compensation system and toxic workplace environment significantly influence employee knowledge management. However, possible learning environment in the firm also directs employee turnover in IT industry in Sri Lanka.
2
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Staff turnover and organizational performance: The case of a microfinance organization

100%
Giuliano R., Godfroid C., Radermecker L.
Journal of Economics and Management
|
2023
|
vol. 45
413-440
EN
Aim/purpose – This study examines the relationship between staff turnover and performance in the microfinance industry in a dynamic perspective and investigates some contingency factors that moderate this relationship. Design/methodology/approach – We ran random-effects and GMM models based on a database of 2,814 branch-month observations from a specific microfinance organization. Findings – It takes three months to see a significant negative impact of turnover on the volume of a branch’s loan portfolio. Moreover, it takes four months after the turnover event for this negative impact to be counterbalanced. After four months, turnover stops having negative consequences and even becomes advantageous in terms of loan portfolio growth, but this positive effect lasts only one month. The effect of turnover thus appears to be particularly limited in time. Finally, we find that the negative relationship between turnover rate and performance is weakened by the seniority level of departing loan officers and by the recruitment rate. Originality/value/contribution – First, this paper examines the duration of the consequences of turnover event, which is poorly studied in the literature. Second, it focuses on microfinance, an industry where relational capital is of high importance. Third, it extends the theory on turnover by highlighting that the seniority level of departing employees is a moderator in the relationship between turnover and organizational performance.
3

Przyczyny odchodzenia pracowników z organizacji

72%
Dolot A.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2018
|
issue 5(977)
129-142
PL
Celem artykułu jest określenie czynników, które skłaniają pracowników do odejścia z organizacji. W części teoretycznej określono ogólne koszty, jakie ponosi organizacja w związku z rezygnacją pracownika z pracy. Na podstawie analizy literatury przedmiotu określono cztery główne przyczyny odchodzenia z pracy. Wyróżniono przyczyny wewnątrzorganizacyjne i dokonano przeglądu badań wtórnych dotyczących tych zagadnień. W dalszej części przedstawiono wyniki badań własnych z tego zakresu, prowadzonych we współpracy z Grupą ATERIMA. Zaproponowano działania praktyczne, których celem jest zmniejszenie liczby pracowników chcących odejść z pracy w organizacji.
EN
The article examines the issue of why employees leave their companies, focusing on four main reasons. The last of the four reasons is rooted in the organisation itself. Secondary research concernig the reasons for which employees leave their organisation was reviewed. It covers the costs organisations bear when employees leave and surveys the subject literature and also presents the results of research the author conducted in cooperation with ATERIMA. The article concludes with suggestions for practical actions intended to decrease employee turnover.
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