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Exit interviews : strategic tool or deceptive process?

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conference contribution
posted on 06.12.2017, 00:00 authored by R Johns
Over the years many human resource practitioners and researchers have placed great emphasis on trying to understand what causes a seemingly contented employee to voluntarily hand in their resignation (Brotherton, 1996; Johns and Johnson, 2005). In an effort to understand the ills that brought about such an occurrence many human resource practitioners and researchers have drawn on exit interviews due to a belief that an exit interview can help uncover possible reasons for voluntary employee turnover and that the information gathered from the interviews can help identify ways of improving firm performance. The purpose of this study is to describe and analyse the exit interview process adopted by a large, professional publishing organisation that has business operations within five countries throughout the Asia Pacific region. By investigating the exit interview process, at the case organisation, it is anticipated that the paper will be able to shed light on whether the exit interview process is a strategic tool that can be used for reducing employee turnover or if it is merely a deceptive process.

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Editor

Kennedy J; Di Milia V

Parent Title

Proceedings of the 20th ANZAM Conference [electronic resource] : Management : pragmatism, philosophy, priorities

Start Page

1

End Page

15

Number of Pages

15

Start Date

01/01/2006

ISBN-10

1921047348

Location

Yeppoon, Qld.

Publisher

Australian and New Zealand Academy of Management

Place of Publication

Lindfield, NSW

Peer Reviewed

Yes

Open Access

No

External Author Affiliations

International conference; School of Management;

Era Eligible

No

Name of Conference

Australian and New Zealand Academy of Management. International conference

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