RESEARCH ARTICLE REVIEW

Research Article Review: An Employment Systems Approach To Turnover: Human Resources Practices, Quits, Dismissals, and Performance Rosemary by Batt Alexander and J. S. Colvin

Research Article Review: An Employment Systems Approach To Turnover: Human Resources Practices, Quits, Dismissals, and Performance Rosemary by Batt Alexander and J. S. Colvin

Review of the Article

In the last two decades, number of researches on human resources management and its dynamics has increased rapidly. This increase in research on the subject has enabled companies and organization to better and effectively manage their human resource. In this connection, an article on the subject will be critically analysed in this study. The article “An employment systems approach to turnover: human resources practices, quits, dismissals, and performance rosemary” is written by Batt Alexander and J. S. Colvin of Cornell University, which was published by Academy of Management Journal. This study draws on an alternative perspective, internal labour market theory, which centre upon how employers establish sets of internal administrative rules (e.g., human resources [HR] practices, or employment systems) to advance their goals (Alexander and Colvin 2011, pp. 695-717).

The author begins his argument by presenting several theories and hypothesis exploring why people leave. The author also examines how measurements from companies to minimize turnover rate adversely affect the objectives of efforts. The paper argues that turnover is the estimated probability that an individual will stay with an employing organization. Two forms of employee turnover exist: involuntary and voluntary. Involuntary turnover occurs when an employee unwillingly leaves an organization, frequently occurring during layoffs, restructuring, or retirement initiated at an organizational level (Bartlett & Ghoshal 2009, pp. 630-642). Voluntary turnover occurs when employees choose to leave an organization, and is frequently described "as a deliberate, job dissatisfaction-initiated process that includes job search and subsequent expected utility deliberations." Organizational leaders employ a wide range of incentives to decrease turnover (Osborne, Hyman & Jack 2006, pp. 456-466).

The comprehension of literature review helps in internal validation of the study. The author discuss in the article that retention of employees in any given occupation or industry is multifarious and specific to situation; consequently, the strategies pertaining to the retention of employees are required to be based on evidence, established in organizational, industry as well as particular realities and they have to be reviewed sporadically. To manage the challenge of retention agents, it is also important to recognize or anticipate the needs of potential agents before they decide to leave (Grehart & Becker 1996, pp. 779-801; Heneman 2000, pp. 11-26). Certain indicators are to be defined, which must be based on events such as falling or fluctuating productivity, increased absenteeism and delays, reducing the quality of service provided, the lower tone of voice in the course of a call, the increase in time spent off-line, the visible signs of frustration and a host of other indicators. Considering these factors, together with the provision of competitive salary and benefits, call centre retention can be carried out more effectively.

The author highlight the importance of human resource function plays ...