The implications of linking the dynamic performance and turnover literatures

Area of Science:

• Organizational Behavior
• Human Resource Management
• Employee Performance

Background:

• Dynamic performance literature often excludes participants who leave mid-study, potentially biasing results.
• The performance-turnover relationship is complex and requires nuanced investigation beyond static performance measures.

Purpose of the Study:

• To investigate the interplay between dynamic performance and the performance-turnover relationship.
• To determine if employee performance trends predict voluntary turnover.
• To assess if performance trends interact with current performance in predicting turnover.

Main Methods:

• Analysis of employee performance data, considering performance changes over time.
• Statistical modeling to examine the predictive power of performance trends on voluntary turnover.
• Replication and extension of prior research on performance and turnover.

Main Results:

• Performance trajectories of employees who leave differ from those who stay.
• Past performance changes and long-term performance trends significantly predict voluntary turnover.
• Performance trends interact with current performance to influence turnover predictions.

Conclusions:

• Dynamic performance studies must account for non-random attrition due to performance differences.
• Incorporating employee performance trends enhances the accuracy of turnover prediction models.
• Future research should consider longitudinal performance data for a comprehensive understanding of employee retention.