The validation of the turnover intention scale

Abstract

Orientation: Turnover intention as a construct has attracted increased research attention in the recent past, but there are seemingly not many valid and reliable scales around to measure turnover intention.Research purpose: This study focused on the validation of a shortened, six-item version of the turnover intention scale (TIS-6).Motivation for the study: The research question of whether the TIS-6 is a reliable and a valid scale for measuring turnover intention and for predicting actual turnover was addressed in this study. Research design, approach and method:The study was based on a census-based sample (n = 2429) of employees in an information, communication and technology (ICT) sector company (N = 23 134) where the TIS-6 was used as one of the criterion variables. The leavers (those who left the company) in this sample were compared with the stayers (those who remained in the employ of the company) in this sample in respect of different variables used in the study. Main findings:It was established that the TIS-6 could measure turnover intentions reliably (α = 0.80). The TIS-6 could significantly distinguish between leavers and stayers (actual turnover), thereby confirming its criterion-predictive validity. The scale also established statistically significant differences between leavers and stayers in respect of a number of the remaining theoretical variables used in the study, thereby also confirming its differential validity. These comparisons were conducted for both the 4-month and the 4-year period after the survey was conducted.Practical/managerial implications: Turnover intention is related to a number of variables in the study which necessitates a reappraisal and a reconceptualisation of existing turnover intention models. Contribution/value-add:The TIS-6 can be used as a reliable and valid scale to assess turnover intentions and can therefore be used in research to validly and reliably assess turnover intentions or to predict actual turnover.

Movement of Genetic Counselors from Clinical to Non‐clinical Positions: Identifying Driving Forces

“…According to the Society for Human Resource Management, three of the strongest predictors of turnover, or planning to leave a job, are thoughts of quitting, organizational commitment, and satisfaction (Allen 2008). Intention of leaving a job has been strongly linked to actual turnover (Bothma and Roodt 2013), and job satisfaction is inversely associated with intent to leave a job (Medina 2012).…”

Are you attracted? Do you remain? Meta-analytic evidence on flexible work practices

“…The external outcome organizational attractiveness (applicant attraction) is defined as the extent to which a job seeker desires to work for a specific organization (Highhouse et al 2003). The internal outcomes include organizational commitment, which evaluates an employee's desire to remain with the organization (Mowday et al 1979), and turnover intention (intention to quit, intention to stay, the latter was reversely coded), which measures an employee's readiness to leave the organization (Bothma and Roodt 2013). While we used the specific measures of organizational commitment and turnover intention to test their direct effects, we formed an aggregate latent measure of organizational attachment with turnover intention (reversely coded) to test the mediation and comparison hypotheses.…”

Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention

“…In most cases, turnover intention can happen either voluntarily where employee decides to leave the company by willingly (Schyns, Torka, & Gossling, 2007) or involuntarily, replacing an employee for a job position, mostly without the prior willingness of the employee (Bothma & Roodt, 2013;Price, 1977) According to (Ibrahim, Usman, & Bagudu, 2013), the rate of turnover varies from institutions to institutions. Sometimes employee turnover is a benefit to an organizations in a positive way.…”