Turnover is categorized into two types: involuntary and voluntary.
When the loss of human resources is not provoked by the organization, it becomes essential to identify the reasons of turnover, because of the importance of retaining better talents.
By performing multiple regression analysis, we identified that the variables that most impacted the turnover intention are affective commitment, satisfaction with salary and normative commitment.
The qualitative portion of this study was accomplished through a content analysis of the open question of the form.
For organizations, employee turnover can and should be managed and monitored so that appropriate levels are found and their consequences are minimized through effective solutions. https://doi.org/10.1108/REGE-12-2017-008 Download as . The full terms of this licence may be seen at Turnover is a critical factor to the organizations, to individuals and to the society and presents both positive and negative aspects (Phillips and Connell, 2003).
The results are important both for technology-based organizations and for all stakeholders interested in the subject as the public power. Although there are studies of turnover in the last 30 years in behavioral area and human resources with theories about voluntary resignation (Tett and Meyer, 1993; Mobley, 1992; Lee and Mowday, 1987; Dalton and Todor, 1979; Burguess , 2006; O’Higgins, 2012), in Brazil they were identified as efforts with works of Pinto and Gonzaga (2014) and Cardoso and Lage (2007).Moreover, they can be overworked by assuming activities of the employees who leave the organization.In regard to consequences to society, according to Mobley (1992), the excessive turnover may increase the costs of production and result in a deficient productive capacity, due to the lack of trained people.The objective of this research was to analyze the voluntary turnover and highlight the necessity of the effective management of this phenomenon.In regard to the consequences of turnover, part of the research about this subject is based on its causes and correlations and some models are proposed: the linkage model (Mobley, 1992), conceptual model of employees’ turnover and retention (Winterton, 2004), and the context model of professionals of IT turnover (Joseph , 2007).The negative ones are: In regard to the consequences to the individual, it is important to highlight that not always the reason of the turnover is related to the organization.There are personal reasons such as changing of spouse job, the wish to dedicate to family or to indulge in another activity.Finally, one of the main considerations is the findings that revealed variables other than those adopted in the study, which influence the permanence of the respondents.Among the limitations of the research a single case study is highlighted that replicates the experience in other ICT companies to verify if the results found are similar in other organizations and in other segments.Although in the international literature turnover is a topic of study for many years, in the Brazilian context, there is a shortage of research on the subject, specifically in the sector of advanced technology where there is a great lack of skilled labor, a fierce competition and where to keep employees standard high becomes a survival factor. (2018), "Organizational commitment, job satisfaction and their possible influences on intent to turnover", Revista de Gestão, Vol. However, the turnover in Brazil still has gaps in academic research agenda (Campos and Malik, 2008; Menezes and Bastos, 2010).This study may contribute to the exploration in the local literature, as it will help locate the academy on the Brazilian reality and open the doors to new research works on turnover and its possible correlations with other variables besides organizational commitment and job satisfaction. Market data, as studied by Corseuil (2013), who analyzed the Brazilian turnover from 1996 to 2010, corroborated with the importance of the theme and its maintenance in research agenda.