Employee transfer and employee turnover: a theoretical and practical disconnect?

✍ Scribed by Dan R. Dalton

• Book ID: 101289144
• Publisher: John Wiley and Sons
• Year: 1997
• Tongue: English
• Weight: 76 KB
• Volume: 18
• Category: Article
• ISSN: 0894-3796
• DOI: 10.1002/(sici)1099-1379(199709)18:5<411::aid-job877>3.0.co;2-a

✦ Synopsis

A review of the academic and business press indicates continuing interest in employee turnover (recent review, e.g. Hom and Grieth, 1995). Interestingly, there is virtually no empirical attention to individual or organizational consequences of employee transfers, some 500,000 relocations annually at the cost of $20 billion . This activity is not unique to the United States; an estimated 250,000 employees in Britain relocate yearly at their employer's request .

Curiously, while the literature re¯ects the view that employee turnover is largely dysfunctional (e.g. , employee transfer apparently does not have this character. Discussions of employee relocation and transfer commonly underscore positive aspects including organizational ¯exibility and employee development (e.g.