to train replacements, and so forth. Personnel turnover also exacts organizational costs through the effects it has on those employees who remain with the organization (Collins, 1993). It is incumbent upon organizational management, therefore, to not only develop strategies to combat personnel turnover, but to also develop procedures which will permit management to learn how to combat turnover from the very employees which leave the organization.
One phenomenon associated with unmanaged occupational stress is burn-out; a relatively common phenomenon in many fields of endeavor. Burn-out, together with the actions of personnel before this point is reached, lead to high rates of personnel turnover, decreased levels of productivity, and declining quality levels in duty performance (French, Rodgers, & Cobb, 1994).
Within an organizational environment, negative stres
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