Impact of Leadership Style, Organizational Justice, Employee Engagement and High Performance on Staff Turnover: A Literature Review

This literature review explores the factors affecting staff turnover such as leadership style, organizational justice, employee engagement, and high performance. It also highlights the negative impact of staff turnover on organizational productivity and quality of service. The review suggests that individual differences, skills development, retirement benefits, and effective communication can help reduce staff turnover.

STAFF
TURNOVER
Name of the Student
Name of the University
Author Note

LITERATURE REVIEW
 According to Cheruiyot, Geoffrey and
Kemboi, leadership style, organizational
justice, employee engagement factor
and high performance factor affects
employee turnover within the
organization (Cheruiyot, Geoffrey and
Kemboi 2017).

LITERATURE REVIEW
 Long, Thean, Ismail and Jusoh says that
staff turnover is an serious issue faced
by the human resource management.
staff turnover incurs high cost to the
organization in the form of both direct
and indirect cost. It affects the
productivity and the quality of the
product or service served by the
Organization (Long et al. 2012)

LITERATURE REVIEW
 As in the opinion of Long, Perumal and
Ajagbe, employee turnover is an
essential factor that need to be handled
by the Human resource management. it
can be managed by focusing on the
areas such as individual indifferences,
skills development and retirement
benefits productivity and
competitiveness (Long, Perumal and
Ajagbe 2012).

LITERATURE REVIEW
 Employee turnover is a result of
organizational factors that cause
employee to resign from their job role. it
also showed that positive business
outcomes influence the positive
employee attitudes and behavior as
highlighted by Koys (Koys 2001).

LITERATURE REVIEW
 Egan, Yang and Bartlett, have
highlighted that learning organizational
culture is related to employee
satisfaction and motivation and in
addition, turnover intention is a result of
negative influence by organizational
learning culture and job satisfaction
(Egan, Yang and Bartlett 2004).

LITERATURE REVIEW
 Kashyap and Verma, have found that
employer branding dimensions mainly
social value and development value are
essential factors that have a negative
impact over employee turnover
intentions. by improving the talent
management concept the rate of
turnover can be reduced (Kashyap and
Verma 2018).

LITERATURE REVIEW
 There are certain external nd internal
variables that results into job stress for
the employees. it is another factor that
contributes in employee turnover
retention according to Çelik (Çelik
2018).

LITERATURE REVIEW
 Isik and Hamurcu states that emotional
labor behavior is correlated to job stress
and intention to leave the job (Isik and
Hamurcu 2017).

LITERATURE REVIEW
 Bulitia, Wanjala and Mwangi stated that
employment policies are also an
important factor that provokes
employee turnover. However, sharing of
information and effective
communication can reduce employee
turnover (Bulitia, Wanjala and Mwangi
2018).

LITERATURE REVIEW
 Akther and akter, states that 5
dimensions namely burnout, job
satisfaction, turnover intention,
organizational commitment and job
pressure leads to job stress resulting
into employee turnover (Akther and
akter 2017).

REFERENCES
 Akther, s. And akter, s., 2017 factors influencing job stress
in privatized banks of bangladesh.
 Bulitia, G., Wanjala, J.W. and Mwangi, G.W., 2018.
Knowledge Management As A Tool For Employee Retention
In Saccos.
 Çelik, M., 2018. The Effect of Psychological Capital Level of
Employees on Workplace Stress and Employee Turnover
Intention. Innovar: Revista de ciencias administrativas y
sociales, 28(68), pp.67-75.
 Cheruiyot, J.K., Geoffrey, K. and Kemboi, A., 2017 effects of
empolyee engagement factors on staff turnover in the
hospitality industry: a survey of rated hotels in uasin gishu
county.
 Egan, T.M., Yang, B. and Bartlett, K.R., 2004. The effects of
organizational learning culture and job satisfaction on
motivation to transfer learning and turnover
intention. Human resource development quarterly, 15(3),
pp.279-301.

REFERENCES
 Isik, M. and Hamurcu, A., 2017. The role of job stress at emotional
labor’s effect on intention to leave: Evidence from call center
employees. Business and Economic Horizons (BEH), 13(5),
pp.630-651.
 Kashyap, V. and Verma, N., 2018. Linking dimensions of employer
branding and turnover intentions. International Journal of
Organizational Analysis, (just-accepted), pp.00-00.
 Koys, D.J., 2001. The effects of employee satisfaction,
organizational citizenship behavior, and turnover on
organizational effectiveness: A unit‐level, longitudinal
study. Personnel psychology, 54(1), pp.101-114.
 Long, C.S., Perumal, P. and Ajagbe, A.M., 2012. The impact of
human resource management practices on employees’ turnover
intention: A conceptual model. Interdisciplinary Journal of
Contemporary Research in Business, 4(2), pp.629-641.
 Long, C.S., Thean, L.Y., Ismail, W.K.W. and Jusoh, A., 2012.
Leadership styles and employees’ turnover intention: Exploratory
study of academic staff in a Malaysian College. World Applied
Sciences Journal, 19(4), pp.575-581.


QUESTIONNAIRE
 How long are you working
in your organization
 0-2
 2-5
 5-10
 Above 10
 Staff turnover has a
positive impact on
organizational
performance
 Strong Agree
 Agree
 Neutral
 Disagree
 Strongly disagree
 How long are you working
in your organization
 0-2
 2-5
 5-10
 Above 10
 Staff turnover has a
positive impact on
organizational
performance
 Strong Agree
 Agree
 Neutral
 Disagree
 Strongly disagree