Title: Employee retention: a turnover analysis of boomerang employees

Authors: Suzanne M. Booth-LeDoux; Jared A. LeDoux; Louis Champagne

Addresses: Department of Psychology, Southeastern Louisiana University, SLU Box #10831, Hammond, LA 70402, USA ' Franciscan Missionaries of Our Lady Health System, 5000 Hennessy Boulevard, Baton Rouge, LA 70808, USA ' Baton Rouge General Medical Center – General Health System, 3600 Florida Boulevard, Baton Rouge, LA 70806, USA

Abstract: Turnover in organisations can cost upwards of 93% to 200% of an employee's salary (Griffeth and Hom, 2001). As such, organisations are opting to utilise and take advantage of boomerang employees (i.e., employees who turned over and came back to an organisation). Despite apparent benefits, employers may be concerned that an employee who has already quit once would be more likely to quit again. The present study is an investigation of the turnover behaviours of boomerang employees. Results show that boomerang employees turned over at a lower rate than first-time hires. Implications and recommendations for employers are offered.

Keywords: commitment; retention; selection; turnover; boomerang employees; work organisation; emotion; rehire; first-time hire; quitters; organisational tenure; top talent; talent management.

DOI: 10.1504/IJWOE.2019.10026049

International Journal of Work Organisation and Emotion, 2019 Vol.10 No.2, pp.91 - 108

Received: 01 May 2018
Accepted: 26 Apr 2019

Published online: 26 Dec 2019 *

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