An Erosion Model of Employee Turnover Based on Network Centrality

Abstract

An Erosion Model (EM) of employee turnover is introduced to explain the previously observed negative relationship between network centrality and employee turnover. The EM hypothesizes that social support moderates the centrality–turnover relation as those more active in the organization's social network experience less job strain due to esteem provided by work peers. Three EM hypotheses were supported using meta-analytic procedures with significant relations identified between centrality and turnover (k=5, r=.29), social support and centrality (k=7, r=.23), and social support and turnover intentions (k=17, r=.35). Future research for EM expansion and practical applications are proposed.

Keywords:

• Centrality
• Erosion
• Turnover
• Network
• Social Support

Additional information

Notes on contributors

Thomas Hugh Feeley

Thomas Hugh Feeley is an Associate Professor in the Department of Communication at the University of Buffalo in Amherst

Shin-Il Moon

Shin-Il Moon is in the Department of Communication at the University of Buffalo in Amherst

Ryan S. Kozey

Ryan S. Kozey is in the Department of Communication at the University of Buffalo in Amherst

Anne Solbu Slowe

Anne Solbu Slowe is in the Department of Communication at the University of Buffalo in Amherst