Managerial turnover in US retail organizations

Purpose - The purpose of this paper is to identify factors influencing retail managerial turnover. Design/methodology/approach - The Organizational Model of Employee Persistence provided the theoretical framework for this longitudinal study. Responses to the Organizational Survey Managerial Integration were obtained from 528 managers in three randomly-selected retail organizations. Findings - By identifying and facilitating organizational behaviors that lead to a more integrative work climate, retail organizations might reduce costs associated with turnover. Managers' perceptions of integration (connectedness or engagement with the organization) based on their organizational experiences and relationships significantly explained turnover. Research implications/implications - The 54 specific items that comprise the construct, integration, can be used as baseline data. Other implications for research include further critique of the model and testing both within the USA and internationally; re-examination of the factor structure the instrument; adaptation to non-managerial populations and to non-retail settings; and structural equations modeling to determine directionality of the variables. Practical implications - Organizations might pay closer attention to the career development needs of their managers through formal and informal opportunities for career development. In addition, organizations might address issues associated with worklife balance. Originality/value - This study introduces a new model of employee turnover and the concept integration to the turnover literature. The findings underscore the importance of management development in creating and sustaining an organizational climate conducive to retaining managerial employees.