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Diversity and employee turnover in the Dutch public sector: Does diversity management make a difference?

Sandra Groeneveld (Department of Public Administration, Erasmus University, Rotterdam, The Netherlands)

International Journal of Public Sector Management

ISSN: 0951-3558

Article publication date: 23 August 2011

Abstract

Purpose

The purpose of this paper is to explore the differences in turnover and turnover intention by gender and ethnicity. In addition, it seeks to examine the effects of diversity management on turnover intention.

Design/methodology/approach

A theoretical framework is constructed on the basis of ASA‐ and PO‐fit literature and previous research on diversity management and turnover. By analyzing two large‐N survey datasets the determinants of turnover and turnover intention of both native Dutch and ethnic minority men and women are examined.

Findings

Results show that women's turnover is most commonly associated with intrinsic factors, whereas men's decisions to leave the public sector are most commonly motivated by extrinsic factors. For ethnic minority men, the management of the organization and the leadership style of the supervisor are important determinants of any intention to leave the public sector. There is only a modest negative effect of diversity management on turnover intention.

Practical implications

To build and retain a diverse workforce, HRM policies in the public sector that used to be standardized and collective, should be adapted to the needs and values of the various categories of employees.

Originality/value

The effective management of diversity will increasingly be a central issue for public sector management. This article provides an understanding of the strategies that Dutch public sector organizations could employ to limit turnover of both native Dutch and ethnic minority men and women.

Keywords

Citation

Groeneveld, S. (2011), "Diversity and employee turnover in the Dutch public sector: Does diversity management make a difference?", International Journal of Public Sector Management, Vol. 24 No. 6, pp. 594-612. https://doi.org/10.1108/09513551111163675

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited