When does daily job performance motivate learning behavior? The stimulation of high turnover rate

Abstract

Purpose This study aims to investigate whether and how a high turnover rate stimulates employees to engage more in learning behavior. Design/methodology/approach Drawing on self-regulation theory, the authors suggest that the motive for employees to engage in learning behavior is to improve themselves. Such a need can be activated when they reflect on themselves and realize the discrepancy between their current selves and desired future selves. The authors argue that the employees’ perceived poor performance at daily work may induce their desire for self-improvement via making the future work selves salient, and in turn engage more in learning behavior. This is particularly so when turnover rate is high because employees may be alert of and concerned more about their own poor performance. In an experience sampling study, the authors obtained evidence for these hypotheses. Findings When turnover rate was high, employees’ poor performance increased salience of future work selves, which in turn facilitated their learning behavior. This relationship was not significant when turnover rate was low. Originality/value Contrary to the typical view that high turnover rate leads to knowledge loss for the companies, the present study findings suggest that it could also serve as a motivational factor facilitating employees’ learning behavior, which is an important way to increase knowledge pool of the companies.

Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part I)

“…Furthermore, positive impacts of managing KLT are found at the unit (project/team) level, which manifests in the team's increased productivity, enhanced creativity and augmented knowledge base (Klammer & Gueldenberg, 2020). These findings, suggesting that employee turnover can prompt new Knowledge loss induced by turnover knowledge acquisition by organizations to compensate for the loss of departed employees, seem to form the basis for a more holistic investigation of positive effects of KLT (Pu et al, 2022).…”

Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part II)

“…Various types of intraorganizational mobility (job rotations, expatriate movements) Eckardt et al ( 2014), Sumbal et al (2018) Examining combined effects of voluntary and involuntary turnover as antecedents of KLT Outcomes Massingham (2018), Pu et al (2022), Starke et al (2003) Generating more explanations about obtaining positive outcomes of KLT, exploring conditions under which they can occur Chandra et al (2015), Shankar et al (2013) Examining multilevel effects of KLT on teams' social capital and performance Massingham (2018), Pee et al (2014) Understanding KLT effects on remaining employees in terms of their emotions, attitudes and well-being Understanding multi-level effects of KLT on a broad range of organizational external (continued)…”

“…Various types of intraorganizational mobility (job rotations, expatriate movements) Eckardt et al (2014), Sumbal et al (2018) Examining combined effects of voluntary and involuntary turnover as antecedents of KLT Outcomes Massingham (2018), Pu et al (2022), Starke et al (2003) Generating more explanations about obtaining positive outcomes of KLT, exploring conditions under which they can occur Chandra et al (2015), Shankar et al (2013) Examining multilevel effects of KLT on teams' social capital and performance Massingham (2018), Pee et al (2014) Understanding KLT effects on remaining employees in terms of their emotions, attitudes and well-being Understanding multi-level effects of KLT on a broad range of organizational external (continued) Kumar & Yakhlef (2016), Leon et al (2017) stakeholders (e.g. customers, suppliers, investors, academic partners) with respect to performance, operations, organizational routines and innovation capabilities Coping mechanisms Bendapudi & Leone (2002), Stark & Head (2019) Identifying new mechanisms, methods and tools allowing coping with KLT and mitigating its negative effects de Holan & Phillips ( 2004), Klammer & Gueldenberg (2020), L opez & Sune (2013), Wensley & Navarro (2015) Exploring if, when, how and by whom external knowledge repositories can be used for reconfiguring organizational knowledge flows after KLT Understanding how unlearning (intentional knowledge loss) can contribute to coping with KLT and how organisational capabilities for such unlearning should be developed Exploring joint dynamics of learning, unlearning and re-learning which could contribute to effective coping with KLT Massingham (2014a, 2014b, Levallet & Chan (2019) Evaluating effectiveness of the developed mechanisms and approaches Preventive mechanisms Girard (2005), Olander & Hurmelinna-Laukkanen (2015), Souto & Bruno-Faria (2022) Developing strategic approaches to prevent KLT Advancing current understanding of how managers could be encouraged to initiate developing such strategic approaches by studying their perceptions of KLT and needs for developing strategies aimed at KLT prevention Massingham (2014a...…”

An Analysis of Amazon’s High Turnover Rate

“…In a sense, the employee turnover indicates that the addition of new employees can inject fresh blood and vitality into enterprises [6] . However, the rapid flow of employees reduces the morale of the team, which is not conducive to team building and increases the cost of personnel training for enterprises [7] . On the other hand, the high dismission rate threatens social stability and brings a heavy burden to society [8] .…”