With related literature discuss the relationship between employee turnover intentions on organizational performance in five paragraphs with the latest references

Paragraph 1: Introduction Employee turnover intention refers to the likelihood that employees will leave their current job. It is a significant concern for organizations as it can negatively impact organizational performance (Hancock, Allen, Bosco, McDaniel, & Pierce, 2013). This relationship has been the subject of numerous studies, with many researchers suggesting that high turnover rates can lead to decreased productivity, increased costs, and a decline in morale among remaining employees.

Paragraph 2: Impact on Productivity A study by Park and Shaw (2013) found that high turnover rates can lead to a decrease in productivity. This is because when an employee leaves, their knowledge and skills leave with them, creating a gap that can be difficult to fill. Additionally, the process of hiring and training new employees can be time-consuming and costly, further impacting productivity.

Paragraph 3: Increased Costs The costs associated with employee turnover can be significant. These include not only the direct costs of recruitment and training but also indirect costs such as lost productivity and decreased performance. According to a study by Boushey and Glynn (2012), the cost of replacing a worker can be as much as one-third of the worker's annual earnings.

Paragraph 4: Decline in Morale High turnover rates can also lead to a decline in morale among remaining employees. According to a study by Holtom, Mitchell, Lee, and Eberly (2008), employees who remain in an organization with high turnover rates may experience increased job insecurity and decreased job satisfaction, which can further impact organizational performance.

Paragraph 5: Conclusion In conclusion, employee turnover intentions can have a significant impact on organizational performance. Therefore, organizations should strive to reduce turnover rates by improving job satisfaction, providing opportunities for growth and development, and creating a positive work environment. By doing so, they can improve productivity, reduce costs, and maintain high levels of morale among employees.

References: Boushey, H., & Glynn, S. J. (2012). There are significant business costs to replacing employees. Center for American Progress, 16, 1-9. Hancock, J. I., Allen, D. G., Bosco, F. A., McDaniel, K. R., & Pierce, C. A. (2013). Meta-analytic review of employee turnover as a predictor of firm performance. Journal of Management, 39(3), 573-603. Holtom, B. C., Mitchell, T. R., Lee, T. W., & Eberly, M. B. (2008). Turnover and retention research: A glance at the past, a closer review of the present, and a venture into the future. Academy of Management Annals, 2(1), 231-274. Park, T. Y., & Shaw, J. D. (2013). Turnover rates and organizational performance: A meta-analysis. Journal of Applied Psychology, 98(2), 268.