Testing a communication network model of employee turnover based on centrality

Abstract

This study tested Feeley and Barnett's (1997) Erosion Model (EM) of employee turnover which predicts that individuals who are more central in their communication network will be more likely to remain at their position (or less likely to turnover). Seventy employees from three different organizations were surveyed about their attitudes toward their jobs and were also asked to indicate (by checklist) which employees they spoke to regularly at work. Turnover data were obtained at 3 and 6 months time after the surveys were completed. Results generally supported the Erosion Model of employee turnover. Those employees with high Degree or number of links in the network were less likely to turnover. Employees who required fewer links to communicate to all others in the network (i.e., Closeness) were also less likely to turnover but this relationship only approached statistical significance (p = .06). Betweenness, defined as the frequency with which a person falls between pairs of other positions in a network, was also significantly related to employee turnover. It was also predicted, based on Feeley and Bamett's EM, that the relationship between network position and turnover would be mediated by an employee's level of commitment to the organization and his or her intentions to leave work. Closeness significantly predicted commitment while Betweenness and Degree were unrelated to commitment levels. Organizational commitment was negatively related to intentions to leave work and, unexpectedly, commitment levels were positively related to employee turnover. The results were discussed and the applications of this research for management practitioners were considered.

Key words:

• employee turnover
• communication networks
• organizational commitment
• centrality