Supervisory Training and Employee Turnover

Abstract

Different perspectives exist in the relationship between employee ability and the turnover process. One suggests a positive relationship in that high ability employees tend to leave. An alternate perspective posits an inverse relationship in that high ability employees tend to remain in the organization. The present study tests these competing perspectives by examining the relationship between the effects of supervisory training (ability enhancement) and subsequent turnover. The results tend to support the contention that ability enhancement contributes to lower turnover for five of the six occupational categories examined. The results are discussed relative to future research needs in the area of training and turnover.