A Review of R. Batt and A.J.S. Colvin’s “An Employment Systems Approach to Turnover: Human Resources Practices, Quits, Dismissals, and Performance”

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  • Topic: Longitudinal study, Cross-sectional study, Causality
  • Pages : 6 (1463 words )
  • Download(s) : 51
  • Published : December 16, 2012
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|Name (FAMILY NAME/SURNAME and first name) |Spiteri Mark | |I.D. No. (insert 9 digit student ID number) | | |Programme name |MBA (DL) | |Module title |Foundations of Knowledge | | | |Local Resource Centre (where relevant) | | |Date Submitted |24/01/12 | |Word count (to include everything except the |1,102 | |references and appendices) | | |Student to insert assignment question here: | |Locate, read, and review the following article: | |Batt, R. and Colvin, A. J. S. 2011. An employment systems approach to turnover: Human resources practices, quits, dismissals, and performance. | |Academy of Management Journal, 54 (4): 695-717. | | |

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A review of R. Batt and A.J.S. Colvin’s “An employment systems approach to turnover: Human resources practices, quits, dismissals, and performance” (2011)

Introduction

In this recent study, Batt and Colvin (2011) attempt to examine the possible effects of various employment systems on quits, dismissals and the consequent result these have on an organisation’s operational performance. This study challenges existing studies that have concluded that dismissals are conceptually different from quits, with each having different antecedents and consequences. The authors argue that despite the fact that this theory is plausible, research has not led to any conclusive results. The study focuses on call centres due to the cost and operational impact high staff turnover has in this sector.

The study is formulated upon the internal labour market theory. The authors recognise that the theory does not make a distinction between the two types of turnover and adopt it to explain how, by consciously manipulating employment systems, employers may seek to achieve their objectives.

Summary

The study sets out to address three hypotheses, based on three dimensions of employment systems, and their effect on quits and dismissals. The hypotheses detail the congruent effect of: variations in work organisation through the enhancement of employee discretion and group collaboration; long-term incentives by emphasising HR inducement and investments; and short-term incentives aimed at enhancing performance, on both types of turnover. As shown in figure 1,...
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