Managerial turnover in US retail organizations

Abstract

Purpose

The purpose of this paper is to identify factors influencing retail managerial turnover.

Design/methodology/approach

The Organizational Model of Employee Persistence provided the theoretical framework for this longitudinal study. Responses to the Organizational Survey of Managerial Integration were obtained from 528 managers in three randomly‐selected retail organizations.

Findings

By identifying and facilitating organizational behaviors that lead to a more integrative work climate, retail organizations might reduce costs associated with turnover. Managers' perceptions of integration (connectedness or engagement with the organization) based on their organizational experiences and relationships significantly explained turnover.

Research implications/implications

The 54 specific items that comprise the construct, integration, can be used as baseline data. Other implications for research include further critique of the model and testing both within the USA and internationally; re‐examination of the factor structure of the instrument; adaptation to non‐managerial populations and to non‐retail settings; and structural equations modeling to determine directionality of the variables.

Practical implications

Organizations might pay closer attention to the career development needs of their managers through formal and informal opportunities for career development. In addition, organizations might address issues associated with worklife balance.

Originality/value

This study introduces a new model of employee turnover and the concept of integration to the turnover literature. The findings underscore the importance of management development in creating and sustaining an organizational climate conducive to retaining managerial employees.

Citation

Peterson, S.L. (2007), "Managerial turnover in US retail organizations", Journal of Management Development, Vol. 26 No. 8, pp. 770-789. https://doi.org/10.1108/02621710710777273