Conducting Exit Interviews

This study investigated whether hotel managers systematically collected and analyzed data via employee exit interviews to determine why employees left jobs at their properties. Telephone interviews were conducted to determine whether exit interviews were conducted, what use was made of the interview data, and whether there was a relationship between the use of interviews and the level of turnover. Exit interviews appeared to be more common in larger properties and were used primarily for improving employment conditions, identifying problem areas, and providing closure for the employment relationship. There appeared to be an inverse relationship between the use of exit interviews and the level of turnover This article is available in Hospitality Review:

Innovative Higher Education, 2019

Move abstract text up to here. Doctoral student attrition is often referred to as a silent epidemic whereby students tacitly withdraw without ever being given an exit interview or follow-up. While most studies focus on the departing students, few studies focus on the institution's implicit and explicit policies and practices that encourage silence. Drawing upon the "Exit, Voice, Loyalty" framework, we examined how the pathways to student voice that institutions provide for departing students contribute to the silent departure phenomenon. Campus stakeholders, policymakers, and administrators should solicit critical feedback from departing students and develop instruments to assess their own departure process, rather than relying on national assessments.

Assessment Update, 2015

2016

The study examines the impact of counselling during the exit interview on employee retention. In a leading apparel company’s labour turnover among machine operators falls between 10% 12%, which showed that employee turnover is one of the major problems. The general objective of the study was to identify the impact of counselling during the exit interviews on employee retention. Specific objectives were to construct a conceptual framework to study the impact of exit to the organization, to identify the exit interview process of the organization and to provide recommendations to reduce turnover in Machine Operator (MO) level. This study is mainly qualitative in nature. Sample size was 20 machine operators who have decided to resign between April to May in the 2016. Convenience sampling was used and in depth semi-structured interviews were conducted. After the interviews, four machine operators left the establishment. Therapies used during the exit interviews and for employees who reta...

CC The Journal: Multidisciplinary Rèsearch Review, 2019

Employee turnover is harmful and it affects efficiency, productivity, profitability, and innovativeness when it occurs in the workplace. One way to understand turnover is by explaining the difference between Push and Pull factors. "Push" factors cause individuals to look for another job, just like dissatisfaction with the working environments. This study aimed to investigate the factors causing the employee exiting in one private school. Specifically, it identified the underlying factors leading to turnover and spelled out what could be done to retain staff members in the academe. It utilized a qualitative explanatory type of case study design, confined to one private institution of higher learning, and comprised of twenty-two (22) from various departments, who left (resigned from) the institution in 2019. Thus, there was no sampling technique used. A hallmark of case study research is the use of multiple data sources, a strategy which also enhanced data credibility. Potential data sources for this study included documentation, archival records, interviews, physical artifacts, and direct observations. Several reasons for leaving the institution were classified into three major stimulating factors such as organizational/ institutional, personal and psycho-social, and both as cause and effect relationship factors. The implications for practice were significant and the solutions offered will strengthen the internal operations for institutions. Management should initiate further programs to understand why employees quit the organization and identify the issues that attract and retain them in organizations. Job satisfaction is the key determinant of turnover intention. Hence, if sound strategies are to be applied, there is a possibility that private institutions continue to exist in a vibrant environment by taking into account their workforce as a vital resource.

Employees who voluntarily quit their jobs at a large computer company described their reasons for leaving in a'post exit questionnaire. Respondents also completed retrospecbive ratings of job facet satisfaction. Reasons for quitt,ing were classified as due to intrinsic, extrinsic, or external factors. The most comnon reasons for leaving were inadequate opportunities for promotion (intrinsic), unsatisfactory pay or benefibs (extrinsic), and better job offers (external-) ' Employees whose major reason for leaving involved intrinsic or extrinsic factors reported lqder satisfaction with their former job than those who left for external reasons. Results.help to explain the generally weak relation between job satisfaction and turnover. Volurtary Exit 3 Voluntary Exit from a Higb Tech Company: Why Do Employees Leave? Volwrtary employee turnover can have both negative and positive consequenees for an organizabion. For example, turnover may be expensive due to replacement costs (Garretson & Teel, 1982) and operational disruption but also may inerease organizational effectiveness through an influx of innovative ideas from new employees (Da]ton & Todor, 1rg7g). fn fact, organizations that experience frequent and unexpeeted market developnents may be well served by a hlgb 1eve1 of turnover beeause of the diversity it provides (Staw, 1g8O). An approprlate organizational respqnse to a given rate of voluntary turnover depends on several considerations. Do the employees who }eave the organization tend to be the high or the lcvu performers (Da1ton, Iftackhardt,, & Porter, 1981)? Do employees leave for reasons that are controlLable througtt changes in the organization or are the reasons for ]eaving essentially unavoidabLe? Do the reasons for voluntary exit from the organization suggest

International Letters of Social and Humanistic Sciences, 2017

Employees are the building blocks and valuable assets in an organization. Organizational researchers and practitioners have shown a burgeoning attention to satisfy and retain key performer as the cost of leaving a job is very high for the employing organizations. Discovering turnover intention in its formation stages is very crucial, not only to resist its’ piled up effect but also to control the actual turnover in the future. Most of the times, management is not aware of the employee’s quit intention because employees don’t show their intention explicitly until they actually leave the organization. However, majority of the times employees share their feeling with their colleagues or other close work mates. Based on positive relationship at work, we argued that the individuals who work together normally share their feelings with their close colleagues regarding their decision of leaving or staying (expressed turnover intention) with the current employer. Therefore, the objective of ...

The International Journal of Human Resource Management, 2007

The prevailing methodology for studying employee turnover is limited because it emphasises prediction rather than understanding. This paper critiques this methodology and draws out the implications of an alternative: retrospective self-reporting, by actual leavers. Retrospective self-reporting has three main advantages. First, it allows direct assessment of actual incidents of turnover, so interventions can be informed by accounts of real events, instead of being based on inference. Second, it offers insight into the dynamic character of decisions to quit, which are often unpredictable or precipitated by sudden events. Third, it allows for assessment of the role of non-work factors. This makes a methodological contribution, allowing greater insight into the decision to quit, which is ontologically, socially and dynamically complex. It has implications for how we construe and manage turnover. The argument is illustrated by a recent study of 352 UK National Health Service nurse leavers but has wider implications for turnover in the public sector.

Personnel Psychology, 2020

Employees are the most important and valuable assets of an organization. Organizations today are doing their best to hold on to their employees. Retaining them is as important as hiring them in the first place. Retention is the next challenge after hiring the employees. Retention is important because to make good people stick in the organization. Stay interview is the new trend in HR. stay interview help to understand employees feeling, perception towards organization. The study was conducted in N.S. InfoTech Hubli one of the finest IT enabled service organization which is located in vidyanagar. The purpose of this paper is to identify the attrition rate, the factors reducing employee turnover and to explore the impact of retention strategies using the stay interview as a tool on employees. The Objectives of the research are to determine the employee turnover at N.S. InfoTech to identify the facilitating factors and hindering factors that makes employee to perform better in organization, to study the impact of few variables and to conduct the stay interview as intervention regarding improvements in retention strategy. The research was carried out in three phases. Phase one we were trying to identify the attrition rate for the year 2014-2015. Phase two was face to face interaction with all the employees in order to understand the facilitating and inhibiting factors for the employees. Stay interview was conducted for 101 employees; with random sampling. Phase three was all about designing and administering questionnaire to understand the impact of few variables on organization as well as employees. The results of the research revealed that employees are happy with working environment; training but employees are expecting betterment in salary, flexible practices and designation. Company should focus on betterment of above parameter to achieve its objectives.