TACKLING THE CHALLENGES OF STAFF TURNOVER IN GOVERNMENT TERTIARY INSTITUTIONS OF MANICALAND, ZIMBABWE

Abstract

Employee turnover, defined as the proportion of workforce replacements within a specific timeframe, holds a significant place in organizational behavior and economics. This study delves into the multi-faceted nature of turnover intention, investigating both its psychological and economic dimensions. The decision-making process individuals undergo when contemplating job retention or departure is at the core of turnover intention. The substantial impact of turnover on organizational dynamics, productivity, and financial implications necessitates thorough exploration.

Addressing this gap, our research emphasizes the ramifications of high turnover rates on employee motivation, job satisfaction, and overall organizational functioning. Insights drawn from various geographic contexts, including Western, Eastern, South Asian, and African nations, reveal the pervasive nature of turnover challenges. High turnover not only strains resources through recruitment efforts but also impedes the attainment of productivity goals.

While extensive literature employs diverse terms to describe turnover, such as cutback, exit, and release, our study introduces the concepts of intentional, avoidable, and functional turnover attributes. This exploration underscores the need for concerted efforts from management, practitioners, and academics to mitigate turnover's adverse effects. Through leveraging HR strategies, organizations can address institutional needs and achieve sustainable growth