Finding
Preliminary analyses of the interviewer ratings
Paper
Selecting for Retention : Predicting Turnover Using Alternative Analytic Techniques
Abstract
Most theories of turnover in organizations have concentrated on factors that can only be measured after employees have been hired, even though much research has suggested that factors available prior to employment may predict turnover. This research investigated several of those pre-employment factors. Results of three different analytic techniques suggested that applicant employment history, whether applicants had friends at the organization, and interview ratings were reliable predictors of turnover, as was a test of manual dexterity. Implications of the results for current theories of the turnover process are discussed. Selecting for Retention 1 1 Most of the current theories of turnover in organizations have emphasized attitudinal factors that become salient after employees have been hired. For example, Hom and Griffeth’s (1991) model places job satisfaction as the beginning state in the process leading to turnover. However their model has little to say about the etiology of the differences in satisfaction that lead to differences in turnover. In comparison, Mitchell, Holtom, and Lee (2001) acknowledged that an accumulation of job dissatisfaction was one possible beginning of the turnover process but proposed that so-called “shocks” – unexpected events that cause employees to begin thinking about turning over – might initiate turnover processes in lieu of job satisfaction. However, in their model, as in Hom and Griffeth’s (1991) model, the factors primarily responsible for the initiation of the turnover process are factors that, like job dissatisfaction, are assumed to occur after employee selection. While it may be true that job satisfaction is the proximal initiator of the processes that lead to turnover, there are both theoretical and empirical reasons for turnover researchers to investigate factors that occur prior to employment. First, there is mounting evidence linking job satisfaction to dispositions that exist prior to employment. This evidence suggests that job satisfaction may very well be the consequence of factors present at time of selection. Secondly, the predictors of turnover at the time of selection are those that selection specialists can use most effectively to manage turnover. The focus of the research presented here is on factors measurable at time of selection. Although there have been many studies of the efficacy of such factors, recent meta-analyses have found little evidence for the usefulness of many of them (Cotton & Tuttle, 1986; Griffeth, Hom, & Gaertner, 2000; Hom & Griffeth, 1995; Maertz & Campion, 1998). This is perhaps best exemplified by the conclusion of Griffeth, et al. (2000) that “this new meta-analysis replicated the previous findings for most demographic predictors, affirming their modest predictive strength.” (p. 479). Some reviews, however, have found evidence for the usefulness of predictors measurable at time of selection, including weighted application blanks (Breaugh & Dosset, 1989) and biographical data (Schmitt, Gooding, Noe, & Kirsch, 1984). Other recent research has provided evidence that personality traits (Boudreau, Boswell, Judge, & Bretz, 2001; Parks & Waldo, 1999), cognitive ability (Boudreau et al., 2001), and interview performance (McDaniel, Whetzel, Schmidt, & Maurer, 1994; Schmidt & Rader, 1999) are predictive of turnover. Thus, Selecting for Retention 2 2 although factors available at selection play small roles in current models of turnover, there is evidence that such factors are worthy of further investigation. A second purpose of the present research is to illustrate the similarities and differences between conclusions drawn using different analytic techniques. The majority of turnover research has used a dichotomous turnover variable as the dependent variable and examined its relationship with the various predictors using linear regression/correlation techniques. Some, responding to suggestions by Williams (1990) have computed the correlations adjusting the overall turnover rates so that they were equivalent to 50% turnover. Most of these studies have relied on and reported linear correlation techniques, (i.e., Pearson r). There are two separate criticisms of such an analytic technique. First, it is now well known that logistic regression techniques are more appropriate than those based on the linear model for studying relationships involving dichotomous dependent variables. For situations in which the turnover rates are not too deviant from .5, there may be little difference between conclusions arrived at via linear correlation and those obtained via logistic regression (Cox & Wermuth, 1992), but when turnover rates are very small or very large, the conclusions based on the two methods may diverge. The second criticism applies to the treatment of the outcome as a dichotomy in both linear and logistic regression methods. Such treatment ignores differences in tenure associated with turnover. For example, Figure 1 presents two groups in which the turnover rates were comparable within a window of time, yet the distributions of employment tenure until turnover were quite different. This suggests that the turnover dichotomy alone is an imperfect indicator of the tenure/turnover construct. A solution to this problem is the use of survival analysis as the analytic technique for studying turnover. Long employed in medicine to study the relationship of length of survival to type of treatment, survival analysis was specifically designed to deal with data in which the dependent variable is a construct represented by both duration until an event and the occurrence/non occurrence of the event, and in which some study participants might never reach the event (Wright, 2000). This latter possibility, termed right censoring, is very common in turnover research, as many employees within organizations do not turn over during the study’s timeframe. Because survival analysis takes both the duration until turnover and the event of turnover into account, it is a more appropriate technique than either linear or logistic regression analysis for such research. Selecting for Retention 3 3 The study reported here investigated the relationship of turnover to several potential predictors, all of which would typically be available at time of selection. In addition, we compared the three common methods of analysis of such data linear regression, logistic regression, and survival analysis employing Cox regression. Method Participants As part of a consulting project on turnover, the authors obtained the employment records for 890 employees hired into entry level manufacturing positions. The positions included production, shipping, and environmental services. The participants represented all employees hired at a single company facility between February 1, 1999 and January 3, 2001. Of the participants, 57% were female, 67% were White, 28% African American/Black, and 7% Other, and 42% were Married, 47% Single, and 9% Divorced. Mean age was 31.2 (SD = 9.58). At the end of the observation window, 38.7% of the employees had left the company, 32.8% voluntarily and 5.8% involuntarily. Procedure The variables chosen for inclusion in the study were selected from those available in the firm’s HRIS database and from application blanks and interviewer sheets. The information from the application blanks and interviewer sheets were entered into Excel spreadsheets and merged with the information from the HRIS database. Measures Predictors. The choice of predictors was made based partly on consideration of the turnover literature and partly on what was part of the organization’s practice. Traditional demographic predictors used were sex of the applicant, ethnic group (contrast coded as White or African-American/Black vs. Other, and White vs. African-American/Black), and age in years at the time of application. Application-related predictors included whether the applicant received his or her preferred shift (yes/no), whether the applicant had friends at the company (yes/no), the applicant’s wage rate upon employment, and the difference in dollars between the applicant’s wage upon employment and wage at the most recent prior employment. Because data were missing for a substantial number of cases for the variable concerning whether the applicant had friends at the company and for the wage differential variable, two separate variables were created to represent the “missingness” of these variables. These variables allowed us to use as much data Selecting for Retention 4 4 as possible and to minimize problems associated with what might be called “wandering sample characteristics” as variables with different patterns of missing values are analyzed. These “missingness” variables were included in and controlled for in all analyses involving their corresponding variables (see Cohen & Cohen, 1983, Ch. 7). Information was available on number of previous employers in the past five years and on length of time at the most recent employment. Because these two variables were negatively correlated (r=-.55), an index combining the two was created, by computing Z-scores for the nonmissing values of the two variables. The index was then computed as the difference between the Z of number of days at the most recent employment minus the Z of the number of past employments. This index thus served as an indicator of the quality of the applicant’s employment history, with positive values representing a better history. A “missingness” variable was also created for this measure, and was controlled for in all analyses involving this index. Two additional measures from the selection process were included. First, all applicants had been given a basic manual dexterity test involving moving pegs from one board to another, and the time taken to complete this task was recorded. Secondly, a rating of applicant appearance was available from the records of eight company interviewers. Preliminary analyses of the interviewer ratings
Authors
M. Biderman
Journal
Journal name not available for this finding