Using insights from the relevant li

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