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The development of a process model of collective turnover

Boston College, bartunek{at}bc.edu

Zhi Huang

Department of Management of Organizations at Hong Kong University of Science & Technology, mnjtli{at}ust.hk, Boston College

Ian J. Walsh

Department of Organization, Carroll School of Management, Boston College, walshia{at}bc.edu

Based on three case studies, we constructed an inductive process model of collective turnover, those instances in organizational life when two or more people choose to leave their organization in close temporal proximity based on shared social processes. The model highlights three phases through which an escalating interaction process that culminates in collective turnover unfolds. First, two or more members of an organizational group experience unresolved dissatisfaction with some aspect of their organization. Second, individual negative experiences are transformed into shared group perceptions through group sensemaking and emotional contagion that occurs in cohesive groups that view themselves as superior to others. Third, when group members feel no hope of improvement but have other opportunities available and few constraints on leaving, they collectively decide to leave their organization, begin searching for placements, and, turn over. We propose theoretical and practical implications of this model.

Key Words: collective turnover • emotion • group cohesion • process model • sensemaking • turnover

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