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When Does Employee Turnover Matter? Dynamic Member Configurations, Productive Capacity, and Collective Performance

Author

Listed:
  • John P. Hausknecht

    (Department of Human Resource Studies, ILR School, Cornell University, Ithaca, New York 14853)

  • Jacob A. Holwerda

    (Department of Human Resource Studies, ILR School, Cornell University, Ithaca, New York 14853)

Abstract

In theory, employee turnover has important consequences for groups, work units, and organizations. However, past research has not revealed consistent empirical support for a relationship between aggregate levels of turnover and performance outcomes. In this paper, we present a novel conceptualization of turnover to explain when, why, and how it affects important outcomes. We suggest that greater attention to five characteristics—leaver proficiencies, time dispersion, positional distribution, remaining member proficiencies, and newcomer proficiencies—will reveal dynamic member configurations that predictably influence productive capacity and collective performance. We describe and illustrate the five properties, explain how particular member configurations exacerbate or diminish turnover's effects, and present a new measurement approach that captures these characteristics in a collective context and over time.

Suggested Citation

  • John P. Hausknecht & Jacob A. Holwerda, 2013. "When Does Employee Turnover Matter? Dynamic Member Configurations, Productive Capacity, and Collective Performance," Organization Science, INFORMS, vol. 24(1), pages 210-225, February.
    • Handle: RePEc:inm:ororsc:v:24:y:2013:i:1:p:210-225
    DOI: 10.1287/orsc.1110.0720
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    References listed on IDEAS

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