Using insights from the relevant literature and recent empirical data, this paper
investigates the relationship between organisational change and employee turnover. It proposes a mechanism for how widespread change translates into individual decisions to quit, and corroborates four relevant hypotheses. The paper also illustrates the importance for managers of understanding avoidability the extent to which turnover decisions can be prevented and concludes with a research agenda, encapsulated by a model describing the relationship between organisational change and turnover