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High-performing employees are a hotel’s most important asset: they care for what they do, go beyond and beyond the scope of duty and continually strive to do better. The purpose of this multi-level study is to look into the influence of high-talent turnover on organizational reputation via social capital and trust deficits. Furthermore, the current research explores the influence of human capital investment (HCI) on the mediating effects of trust deficit and social capital in the association between high talent turnover rate and organizational reputation using human resource theory and social capital theory.

The authors examined the hypotheses using multi-source and multi-times data of 805 respondents (including senior human resources officers and employees) from 85 hotels.

The present study revealed interesting findings that the HCI failed to buffer the interfering role of trust deficit in the negative association between high-performing personnel turnover rate and organizational reputation.

High-performing personnel turnover and underlying mechanisms play a significant role in eroding a hotel’s reputation in the hotel industry. Hotel management should focus on reducing high-performing talent turnover and underlying mechanisms to maintain and improve the hotel’s reputation.

This study provides better understating into the process by exploring that high-performer turnover can damage an organization’s reputation, which has been overlooked by academics who researched the hotel industry.

In this paper, we review the literature on pay variation (e.g., pay dispersion, pay compression, pay range) in organizations. Pay variation research has increased markedly in the past two decades and much progress has been made in terms of understanding its consequences for individual, team, and organizational outcomes. Our review of this research exposes several levels-related assumptions that have limited theoretical and empirical progress. We isolate the issues that deserve attention, develop an illustrative multilevel model, and offer a number of testable propositions to guide future research on pay structures.

Prior research has yielded mixed results regarding the relationship between performance and turnover intentions. Drawing from social exchange theory, the purpose of this paper is to propose that the performance‐turnover intentions association may be contingent upon individuals' exchange relationships with their supervisor and co‐workers.

Surveys were conducted in six branches of an elderly care organization. All 512 employees received a questionnaire, and responses were obtained from 225 employees.

Self‐rated performance and manager‐rated performance were both negatively related to turnover intentions. The relationship between manager‐rated performance and turnover intentions was stronger under conditions of high leader‐member exchange, whereas the relationship between self‐rated performance and turnover intentions was weaker under conditions of high task interdependence.

High performers may be particularly sensitive to relationships with their supervisor, and low performers seem to be more sensitive to relationships with colleagues. Performance data obtained from different sources (self/manager ratings) may show different patterns of results. The value of these findings in extending notions from social exchange theory to the realm of talent engagement is discussed.

To retain high performers, firms should promote high‐quality relationships between leaders and subordinates.

The study suggests that investing in social relationships in the health care sector may be worthwhile. In particular, women represent an increasingly important share in this sector, and social mechanisms may help retain high‐performing women.

The study addresses the inconsistent findings of prior research regarding the performance‐turnover relationship, and the lack of agreement on variables that may relate to the retention of valuable employees.

This paper reviews and synthesizes the extensive literature that investigates turnover in public accounting firms.

This paper initially identifies turnover studies by searching two commonly used business databases, ABI and Business Source. Subsequently, references in these studies are examined. Over 100 published studies of accounting firms are identified.

Prior turnover studies can be classified by the underlying theory: psychological attachment; role theory; mentoring; and organizational justice. Using these theories, prior research has examined a wide variety of issues such as the role of gender in turnover.

Turnover is a significant and long-term problem in accounting firms. Practitioners and researchers have long noted that firms lose the costs of training employees who leave the firm. Recently, many in the auditing field have recognized that employee turnover may reduce audit quality. This paper summarizes prior turnover research, which may provide guidance to future researchers and managers of accounting firms.

This study fills a void in the accounting literature, which is missing a comprehensive and up to date review of prior studies of turnover in accounting firms. Opportunities for future research are also explored. While much has been learned, some theoretical and methodological issues remain unresolved.

Examines turnover functionality (high‐ and low‐performing quitters and stayers) in a business‐to‐business sales setting. Prior research indicates that antecedents of turnover frequency and turnover functionality are different. However, this may be an artifact of the way in which turnover has been measured. This study develops a new criterion of turnover functionality. Additionally, common antecedents of turnover frequency were examined to see if they could differentiate between high‐ and low‐performing quitters and stayers. The results indicate that several antecedents associated with turnover frequency are able to discriminate among different groups of high‐ and low‐performing quitters and stayers. Specifically, satisfaction with promotion, supervision, work, and global satisfaction contribute to our understanding of turnover functionality. Additionally, role conflict, role ambiguity, anxiety, evaluation of job alternatives, and intention to quit are also good discriminators of turnover functionality.

This study sets out to examine management development activities within manufacturing SMEs, and their impact on performance. Unlike previous published studies that concentrate on formal training, this empirical analysis includes both formal and informal training. Performance is measured in terms of turnover, employee growth, and survival. It also includes consideration of the firm's context on both training approach and performance.

Survey responses from 198 manufacturing SMEs in the UK are analysed using descriptive statistics, multiple regression analysis, and ANOVA.

Findings indicate that formal training is likely to be a targeted activity that contributes more significantly to performance than informal training. Also, the approach and influence of training are dependent on contingent factors. A model is proposed for a further detailed study of these contingent factors using a multivariate statistical analysis.

For SME managers, while they may prefer informal training approaches, they would benefit from seeking a formal training intervention that directly addresses their specific needs. For business support policy, support options need to be flexible enough to provide idiosyncratic solutions. Generic training solutions are not welcomed by SMEs, and are unlikely to provide significant performance benefits. A greater understanding is required of the variety of contingent variables that moderates the relationship between choices of training approach, and between training and performance.

The purpose of this paper is to examine the factors leading to turnover among sell‐side financial analysts and the consequences of turnover.

The paper identifies two types of turnover, voluntary and involuntary, and defines voluntary (involuntary) as when analysts leave their employment at one brokerage firm and find (do not find) employment at another brokerage firm. Logistic models are estimated relating the probability of turnover to factors that explain turnover for both voluntary and involuntary turnover.

The paper finds that job performance is positively (negatively) related to voluntary (involuntary) turnover. This finding is consistent with Jackofsky's theory predicting U‐shaped relationship between performance and turnover. For voluntary turnover, analysts' performance and job conditions at the new brokerage firm are examined and related to the factors leading to turnover. It was found that turnover analysts move to smaller brokerage firms and become more accurate. They have lighter workload and enjoy more prestige at the new brokerage firm as they follow larger firms and fewer firms and industries.

This is the first study to apply Jackofsky's theory to the financial analysts' profession. Also, it is the first study to document the consequences to voluntary analyst turnover.

The present study investigates whether companies that exhibit high performance characteristics in the pre-financial crisis period can maintain their high performance in the financial crisis period of 2007–2009 and, in particular, the post-financial crisis period of 2010–2011.

The current study of 1,473 companies in 25 countries and 66 industries (MSCI index) (1) extends the empirical research of prior studies through the year 2011; (2) identifies the operating characteristics (performance drivers and performance measures) and associated risk factors which were most critical with regard to sustaining, exiting, and entering HPC companies during the five 10-year periods since 1998–2007, and (3) summarizes conclusions about HPC results from the 13 ten-year periods (1989–1998 to 2002–2011) in this stream of research.

(1) Companies that sustain high performance over periods of financial stress clearly excel in asset turnover performance driver and on the performance measures of growth in revenues, profit margin, return on equity and return on assets. Sustaining HPC had less debt than other companies and consistent cash flow yields. Operating turnover ratios became less important in recent years as an indicator of high performance. (2) Although exiting companies maintained profitability, financial risk and liquidity, the key factor in their dropping out of HPC status is their failure to grow revenues. (3) Entering companies did not exhibit the superior performance in all categories.

The results provide strategic direction for management of companies that aspire to HPC status and to maintain HPC status once gained, particularly in times of global financial stress.

This paper reports the findings of a study which tested a model that predicts the turnover cognitions of hotel managers. Several predictor variables of turnover intentions were identified: perceived psychological contract breach and felt violation; organisational commitment; career expectations; perceived managerial competencies; job satisfaction, career identity and career satisfaction; demographic and human capital characteristics; and organisational characteristics. A total of 14 hypotheses were tested. The study findings (based on a sample of 89 hotel managers), reveal that a number of variables significantly predict turnover cognitions. These findings do not correspond with the normative predictions found in the hospitality literature. The findings reveal that it is the more psychological, perceptual and affective variables that are most significant in explaining turnover intentions. The findings highlight the types of variables that are important in managing the expectations of hotel managers and from the perspective of the hotel as employer, the types of issues that should be considered to enable better retention of high performing managers.

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.