Abstract

From an examination of the turnover-related literature and the organizational development (OD) literature focusing on turnover reduction strategies, two conclusions are derived. First, the determinants of intent to leave should be investigated rather than the determinants of turnover. Second, as most OD and turnover research has concentrated on only a portion of the determinants of intent to lease, further research must be done to develop or integrate additional OD strategies with the remainder of the determinants. If management is willing to accept a survey feedback process approach to examining the determinants of intent to leave and then to use appropriate intervention strategies, the problem of excessive turnover may begin to find solution. The use of intent to leave as a surrogate measure for turnover is valid for three reasons. First, intent to leave has been found to be a reliable predictor of turnover. Second, there are lower costs associated with collecting intent to leave data than turnover data. Finally, there is a pragmatic reason for studying intent to leave rather than turnover.