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Essay / Research Paper Abstract
A 3 page paper analyzing the means by which employees reach decisions to leave their employers voluntarily. Lee and Mitchell (1994) appear to have provided a means by which to categorize employee departures. This should result in the development of information that organizations can use to minimize the effects of voluntary employee turnover. Bibliography lists 1 source.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgmtArtRevEmpT.rtf
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Unformatted sample text from the term paper:
Lee and Mitchell (1994) provide a model of four decision paths from which employees choose to leave their jobs. The authors characterize the four
decision paths based on the level and extent of the mental deliberations involved in leading the employee to the decision to leave his employer.
Lee & Mitchell (1994) state that the four decision paths "describe quite different psychological processes of employee turnover, with each path unfolding over time." The Decision Paths Decision Path
#1 Decision Path #1 "describes a fairly automatic, simple, and script-driven process" involving minimal mental deliberations before the employee announces his decision to
leave his employer. The authors state that a shock to the system "jars the employee (e.g., the small, informal, West Coast software company where he or she works is
purchased in a leveraged buyout by IBM) to interpret or construct a decision frame for the experienced shock and its surrounding circumstances." The employees decisions at the time result
from personal reactions to personal history and conditions. It is "(a) a shock, (b) a match with a rule or with previous decision situations, and (c) a script-driven decision,"
more of a reaction than the result of conscious thought. Decision Path #2 Decision Path #2 also is the result of a shock
to the system, but one that does not have a close match in the employees memory or past. It involves more conscious thought than Decision Path #1, but relatively
little more. Lee and Mitchell (1994) provide an example of a leveraged buyout being "carried out by a firm whose values the employee abhors (e.g., it invests in companies
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