Linking turnover to organizational performance: the role of process conformance

Wynen, Jan; Dooren, Wouter Van; Mattijs, Jan; Deschamps, Carl

dc.contributor.author	Wynen, Jan
dc.contributor.author	Dooren, Wouter Van
dc.contributor.author	Mattijs, Jan
dc.contributor.author	Deschamps, Carl
dc.date.accessioned	2025-02-27T08:21:06Z
dc.date.available	2025-02-27T08:21:06Z
dc.date.issued	2018
dc.identifier.uri	http://digitalrepository.cipmlk.org/handle/1/999
dc.description.abstract	Despite substantial evidence for the negative effect of turnover on performance, several studies also note offsetting positive effects hereby recognizing an optimal rate of turnover. These mixed results stress the need to examine under which conditions turnover is more harmful or beneficial to the organization. Using panel data from 30 divisions of the same agency, this study examines the impact of process conformance – the extent to which there are prescribed standards and rules related to the task. Results support a non-linear, inverted U-shaped relationship for those tasks with a high process conformance	en_US
dc.language.iso	en	en_US
dc.relation.ispartofseries	PUBLIC MANAGEMENT REVIEW;21(5)
dc.subject	Employee turnover; performance; System-GMM	en_US
dc.title	Linking turnover to organizational performance: the role of process conformance	en_US
dc.type	Article	en_US