Turnover cultures : shared cognitions toward turnover

Abstract

A theory of turnover cultures is developed and examined based upon shared cognitions toward turnover. Shared cognitions evolve through exposure to similar information, behavior and events. Human resource management (HRM) practices provide information, encourage behaviors and trigger events. Delivery of these practices influences the development of shared cognitions, and is examined based upon consistency of message provided by the practices. Three dimensions of consistency are examined: pervasiveness, the consistency of HRM practices across persons, stability, the consistency of HRM practices across time, and intensity, the consistency of message across HRM practices. Analysis of a large non-profit hospital with participation of six hundred and sixty- five professional employees produced meaningful clusters of organizational members sharing cognitions toward turnover. In addition, intentions to leave and attitudes toward the acceptability of turnover behavior were found as slightly, yet significantly related to employee perceptions of HRM practices. Division membership was significantly related to turnover cluster formation, although shared cognitions toward turnover generally were not identified within individual divisions.