Measurement of reasons for resignation of professionals: Questionnaire versus company and consultant exit interviews.

Hinrichs, John R.

doi:10.1037/h0076915

Cited by 37 publications

(24 citation statements)

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“…Although prior research suggests that agreement may not be high (Hinrichs, 1975;Lefkowitz & Katz, 1969), this study provides a stronger test because a larger sample was used, a wider range of jobs was sampled, and data were obtained from supervisors as well as from personnel files and employees.…”

Section: Hypothesesmentioning

confidence: 99%

Meaning and measurement of turnover: Comparison of alternative measures and recommendations for research.

Campion¹

1991

Journal of Applied Psychology

215

195

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In a review of two areas of turnover researchuindividual motivated choice behavior and organizational consequences--five alternative turnover measures are defined: reasons, voluntariness, avoidability, functionality, and utility. Turnover data for one year (1987) were gathered from 325 former employees, 568 supervisors, 418 replacement employees, and the personnel files of a university. Analyses indicated that organizational records are deficient as a source of information, especially because of the usual practice of recording a single reason for turnover. Voluntariness may result in a classification system that is too gross for validating motivational models. Avoidability, functionality, and utility each measure unique aspects of organizational consequences, but each has limitations. Turnover measures should be viewed as continua rather than as dichotomies. Recommendations for future research are provided.

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Section: Hypothesesmentioning

confidence: 99%

Meaning and measurement of turnover: Comparison of alternative measures and recommendations for research.

Campion¹

1991

Journal of Applied Psychology

215

195

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“…Several studies have shown that exit interview and survey data, once collected, may be seldom used in many organizations (Garetson & Teel, 1982), the interview or survey is poorly administered (Woods & Macauley, 1985), and management receives incorrect feedback (Hinrichs, 1975). The most serious problem is that information may be distorted.…”

Section: Problemsmentioning

confidence: 99%

“…Another suggestion is to have a neutral non-threatening third party, such as an outside consultant, administer the interview or survey (Jurkiewicz, Knouse, & Giacalone, 2001). Indeed, research shows that exit information provided to management interviewers differs from that given to third party interviewers (Hinrichs, 1975). Still another suggestion is to pay exiting employees for participating.…”

Section: Problemsmentioning

confidence: 99%

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A Diversity Exit Interview/Survey for the Military

Knouse¹,

Smith²,

Smith³

2001

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The public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources gatheringandma ntaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any otheraspectof-this collection of information including suggestions for reducing the burden, AUTHOR(S)Stephen B. Knouse PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)Directorate of SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES)Office of Naval Research 800 N. Quincy Street Arlington, VA 22302 PERFORMING ORGANIZATION REPORT NUMBERRSP-01-4 SPONSOR/MONITOR'S ACRONYM(S) ONR SPONSOR/MONITOR'S REPORT NUMBER(S)N/A DISTRIBUTION/AVAILABILITY STATEMENTApproved for public release; distribution unlimited. SUPPLEMENTARY NOTES ABSTRACTThe exit interview and survey are means for identifying organizational problems, including diversity issues, through individuals separating from the organization, who are in a unique position to supply candid feedback. A review of the civilian literature revealed several problems with the exit interview and survey but also various ways of dealing with these problems. A review of the military literature showed that each military Service has undertaken a recent exit survey effort with varying results. Based upon the civilian and military literature, a diversity exit survey and interview were constructed, which addressed diversity problems in military units as well as organizational issues important to diversity groups OAmmmmH^inn« for imnlempntinf» the exit intervie and survey end the report. The exit interview and survey are means for identifying organizational problems, including diversity issues, through individuals separating from the organization, who are in a unique position to supply candid feedback. A review of the civilian literature revealed several problems with the exit interview and survey but also various ways of dealing with these problems. A review of the military literature showed that each military Service has undertaken a recent exit survey effort with varying results. Based upon the civilian and military literature, a diversity exit survey and interview were constructed, which addressed diversity problems in military units as well as organizational issues important to diversity groups. Recommendations for implementing the exit interview and survey end the report. Summer 2001Opinions expressed in this report are those of the author and should not be construed to represent the official position of DEOMI, the military Services, or the Department of Defense.

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“…The importance of Exit interviews cannot be undermined as it investigates the antecedents of turnover [13]. There have been arguments raised on the method and data gathered [14], [15], [16], and [17].…”

Section: Literaturementioning

confidence: 99%

Goodbye Time for Employees: Exit Interviews or Routine Interviews

2018

HBEIS-18,ABMES-18,IETCIA-18,CEECE-18 May 7-9, 2018 Dubai(UAE)

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Measurement of reasons for resignation of professionals: Questionnaire versus company and consultant exit interviews.

Cited by 37 publications

References 1 publication

Meaning and measurement of turnover: Comparison of alternative measures and recommendations for research.

Meaning and measurement of turnover: Comparison of alternative measures and recommendations for research.

A Diversity Exit Interview/Survey for the Military

Goodbye Time for Employees: Exit Interviews or Routine Interviews

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