Edited by George Saridakis and Cary L. Cooper
The purpose of this chapter is to examine trends in employee tenure and turnover over the past two decades, in particular during the recent global financial crisis. We also examine the relationship between employee demographics, specifically gender and age, and tenure–turnover dynamics. This allows us to consider many of the factors that might be expected to affect employee turnover. In addition, we examine trends in a number of human resource management (HRM) practices that might affect employee turnover, to examine how employers are responding to the need to retain employees, both within and outside of the economic downturn. The chapter begins with a variety of headline findings that shed light on the trends in employee retention, tenure and turnover between 1993 and 2014 in Great Britain. The findings are based on analysis of the April–June, 1993 to 2014 Quarterly Labour Force Surveys (LFS). This is quite an undertaking, as during such a lengthy period many of the characteristics that we attempt to track, experience either a change in definition within the LFS, or simply do not exist in earlier years of the survey.
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