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Causes of Management Turnover MANAGEMENT TURNOVER: A LITERATURE REVIEW

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This literature review was performed in conjunction with a study, the purpose of which was to identify the cause of managerial turnover in a specific firm in the retail industry. Literature was reviewed with respect to major causes of managerial personnel generally, as opposed to the managerial turnover occurring in the firm which was the focus of the associated study. Literature, thus, is reviewed with respect to the impact on managerial turnover of (1) a failure to development organizational commitment, and (2) a misapplication of power by senior managerial personnel.

Organizational commitment is defined as a (1) strong desire to remain as a member of a specific organization, (2) willingness on the part of an individual to exert high levels of effort for a specific organization, and (3) belief in and acceptance of organizational values and goals by an indivi dual (Porter, & Smith, 1970). The development of organiza tional commitment in an organization is a joint responsibil ity of human resources management, and line management.

In the context of organizational effectiveness, it hasbeen found that high levels of organizational commitment are

correlated with (1) low turnover rates, and (2) high levels of organizational adaptability. Studies of organizational commitment conducted prior to the 1980s either concluded that individuals would be committed to only one social institution, or the studies we

. . .
ices for the children, however, might well be highly successful in the development of dual CLIs and dual commitments on the part of the employees (Angle, & Perry, 1983). The findings that dual commitments are possible and that they occur often are significant in the context of CLI management. If dual commitments are feasible, then it is not always necessary for management to attempt to transfer to or retain in the organizational environment the CLIs of an organization's members. It may be feasible, as an alternative strategy, to develop dual CLIs, one of which has the organization as its locus. The significant advantage in this context is that the organization, as one CLI, would complement an individual's other CLI, as opposed to competing for an employee's primary allegiance. Organizational interventions with respect to CLI manage ment will be quite different, if dual commitments are recognized as an alternative to single commitments. Organizational interventions based upon dual commitments may also be more effective in CLI management than are interventions based upon single commitments. The most effective strategies for the management of employee CLIs for the benefit of the organization will likely 5be those which
. . .

Some common words found in the essay are:
POWER Power, Angle Perry, Schlesinger Balzer, Steers Porter, Porter Smith, , Crampon Smith, Champoux Porter, COMMITMENT Organizational, Dubin Goldman, organizational commitment, angle perry, dual commitments, organizational conflict, unobtrusive power, hardy 1985, development organizational, overt power, power organizations, levels organizational, levels organizational commitment, dubin champoux porter, champoux porter 1975, development organizational conflict, dubin goldman 1972,
Approximate Word count = 1866
Approximate Pages = 7 (250 words per page)

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