Coming soon · Book Profile
One hundred years of attrition research (2017)_OCR
A century-spanning review of employee turnover theory and research that traces how scholarship moved from atheoretical cost-control studies to rich models of why people leave, why they stay, and how collective turnover shapes organizations.
A profile of this book is on the way.
What it’s about
Drawing on nearly 100 years of combined research experience, four leading turnover scholars chronicle the evolution of employee turnover research across six historical epochs, from the earliest practitioner cost studies of the 1910s through the foundational March-Simon, Mobley, and Price models, the unfolding-model 'counter revolution,' and the 21st-century rise of job embeddedness, attitudinal trajectories, and collective turnover. The review explains the key constructs (job satisfaction, perceived alternatives, quit intentions, shocks, embeddedness, and proximal withdrawal states) and the methodological advances (the standard research design, survival analysis, SEM, qualitative model-testing, and panel/random-coefficient modeling) that propelled the field. It is an indispensable map for anyone who wants to understand both why employees voluntarily sever employment ties and how to manage retention with evidence-based strategies.
The through-line
- Who it’s for
- A turnover scholar, HR strategist, or applied psychologist who wants to understand why employees leave or stay and how to predict and manage attrition.
- The problem
- Employee turnover is costly (90–200% of annual salary), disrupts productivity, drains human and social capital, and undermines organizational performance. Researchers and managers feel overwhelmed by a sprawling, century-old literature and uncertain which theories, constructs, and methods are trustworthy and current.
- The plan
- Trace turnover scholarship chronologically across six clarifying epochs.
- Master the foundational constructs—satisfaction, alternatives, quit intentions, shocks, embeddedness.
- Adopt sound methodologies (standard research design, survival analysis, SEM, panel/trajectory models).
- Distinguish leaving from staying and functional from dysfunctional turnover.
- Apply context-rich, multilevel, and dynamic perspectives to predict and manage turnover.
- The payoff
- Researchers build cumulative, context-rich, dynamic theories that advance the field. · Managers identify who is leaving, why, and where they go, and intervene effectively. · Organizations retain high performers and central network actors and project performance impacts.
See our guide
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Additional reading
- The Organism · Kurt Goldstein
Maslow sources the term 'self-actualization' from Goldstein and builds upon his holistic view of the organism.
- Explorations in Personality · H. A. Murray, et al.
Cited as providing an 'excellent discussion' on the basic principle of centering motivation theory on goals rather than instigation or behavior.
- Social Interest · Alfred Adler
Maslow credits Adler and his followers for stressing the importance of the 'esteem needs,' which he felt were neglected by Freudian psychoanalysts.
- Wisdom of the Body · W. B. Cannon
Provides the foundational concept of 'homeostasis,' which Maslow uses as the starting point for his discussion of physiological needs.
- Multipliers · Liz Wiseman
Explores how leaders can either amplify ('multiply') or diminish ('diminish') the intelligence and capabilities of their teams, a key concept for creating a positive, low-anxiety environment.
- The Fearless Organization · Amy Edmondson
Provides the foundational research and practical steps for creating psychological safety, which the book identifies as crucial for reducing interpersonal anxiety and encouraging people to speak up.
- Mindset · Carol Dweck
Explains the difference between a 'growth mindset' and a 'fixed mindset,' which is presented as a key tool for helping employees manage perfectionism and see failures as learning opportunities.
- Crucial Conversations · Kerry Patterson, Joseph Grenny, et al.
Recommended as a resource for employees to learn how to navigate difficult, high-stakes conversations, directly addressing the book's theme of moving from conflict avoidance to healthy debate.
- Better Allies · Karen Catlin
The author is quoted on specific, actionable steps for allyship, making her book a practical guide for implementing the principles in Chapter 7.
- Blindspot: Hidden Biases of Good People · Mahzarin R. Banaji and Anthony G. Greenwald
Explains the science of implicit bias, which is central to the book's argument that leaders need to be proactive allies because 'not being racist/sexist' isn't enough.