Employee Turnover and Retention: Factors and Implications

The assignment delves into the research on employee retention and turnover in Australian companies, analyzing factors such as employee attitudes, organizational support, and human resource management. It also discusses the challenges of conducting research in this area, including limited data availability and variability in employee experiences.

Running head: BUSINESS RESEARCH
Business Research
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Author’s Note:

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Table of Contents
Answer 1:.........................................................................................................................................2
Answer 2:.........................................................................................................................................3
Bibliography:...................................................................................................................................5

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Answer 1:
The article which has been provided is related to the factors of the employee turnover and
the skill preservation in the Australian Companies. In the particular article the factors which help
to determine the employee turnover in the organisations as well as their skill are properly
analysed. At present there is an wide-ranging body of literature which focuses on the individual
employee’s motivations. At present there has been the effect of the human resource management
on different aspects of firm’s performance which includes several considerations of employee
turnover. It also focuses on the “bundling” of “human resource management practices” which is
not limited to the confinement of the traditional human resource management. There also has
been investigation on the role of trade unions. There have been several reliable and valid
measurement concepts which are crucial to the study. There are types of searches which have
been conducted on the basis of data collected from numerous sources.
The aim of the study is to provide accurate and genuine information on the reasons which
cause the employees to leave their respective organisations. It also aims to understand what
factors which help employees stay in their organisations. In order to facilitate the reliable and
also the valid measurements of several concepts, several multi-item measurements of scales are
also required. It is necessary to evaluate each of the negative factors which contribute to the loss
of employees from the organisations. Only then can the reasons for the employee turnover and
retention be properly understood.
In order to reach the position which the research aims at, there should be a proper
evaluation of the primary and secondary sources from which the data is collected. The different
drivers for employee retention and turnover are to be analysed carefully. In addition to this the

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factors which contribute to the organisational support and the job satisfaction are also to be
considered for study. The impact of “human resource management” on the different aspects of
the firm performance based on the levels of the employee satisfaction is also to be understood
properly. In case a proper examination is made on all the factors, the researchers of the study can
identify the drivers contributing to the employee retention and turnover. All these need to be kept
in mind while conducting suitable researches.
Only on getting adequate suitable and noteworthy information on the different factors
affecting the employee retention, the research can contribute to the valuable information. This
can ultimately lead to the conclusion that the aim of the research has been arrived at in a suitable
and proper manner. In case the necessary criteria for the research are not met it cannot help the
research to be noteworthy and genuine overall.
Answer 2:
There are several drawbacks of the study on employee retention and the employee
turnover in different countries. The available quantitative studies on the impact of HRM
practices on the employee turnover are very less in number. This causes the studies on the
employee turnover to be relatively less and the conclusions drawn in this particular case are not
genuine enough. The availability of data on the performance of the employees and the total
turnover of the firm as a whole is bound to govern the reliability of the data collection procedure.
This is ultimately bound to make the data collected and the conclusions made, much more
reliable and genuine. There are several available ways or practices which govern the way an
organisation works. In case the sample of organisational employees and their opinions on the
factors which govern their retention and skills is less, the accuracy of the research is hampered.

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The present research article does not focus on all the probable scenarios which influence the
situation of the employees and their decision to either leave or stay in the particular organisation.
Another problem is that, often the scenarios which have been mentioned on different
factors, are not exactly correlated. For example, a major part of the literature focuses on the role
of the separate attitudinal preferences of the individuals in the organisations, but the situations
which different employees face in certain situations are varied. Therefore the factors which affect
the propensity of an individual to leave his or her particular organisation is different. Another
thing which is of consequence in the study is the effect of training on the turnover which has not
been completely investigated. Only in cases where there has been a general research on the
“human resource management”, there has been a certain amount of study.
The challenges in this particular study therefore point to low availability of data in
several cases and the possible scenarios where the solutions can be identified are also not clear.
The factors which lead to the turnover of the employees cause a certain change in their patterns
of retention.

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Bibliography:
Smith, A., Oczkowski, E., & Smith, C. S. (2011). To have and to hold: modelling the drivers of
employee turnover and skill retention in Australian organisations. The International Journal of
Human Resource Management, 22(02), 395-416.