A Literature Review On Turnover And Retention Of IT Employees

International Journal of Advanced Science and Technology
Vol. 29, No. 03, (2020), pp. 12675 - 12683
12675
ISSN: 2005-4238 IJAST
Copyright ⓒ 2020 SERSC
A Literature Review on Turnover and Retention of IT Employees
Aastha Tripathi1
and Rajlaxmi Srivastava2
1
Research Scholar, Institute of Management, Commerce and Economics, Shri
Ramswaroop Memorial University, India
aasthatripathi315@gmail.com; aastha.mgmt@srmu.ac.in
2
Associate Professor, Institute of Management, Commerce and Economics, Shri
Ramswaroop Memorial University, India
rajlaxmi.mgmt@srmu.ac.in
Abstract
This paper is a literature review in analysing the factors influencing the turnover and
retention of Information Technology (IT) employees. Nowadays, the point of extreme
discussion is retention of IT employees; so far a few research studies have explored the
sources of employee retention issues. Present research demonstrates that specially, in the
IT sector, there is paucity of literature as well as in order to make strategic policies for an
organisation, there is an urge for more studies to do a systematic comparison via primary
as well as secondary research for turnover and retention factors. Speculative preliminary
outcomes were towards lack of recognition and admiration of employees, which are main,
factors that impact turnover. The usual concerns of employees are also working hours,
workload and work schedules. Additionally, organisational learning culture, career
development, promotion and appreciation of contribution, working environment,
reduction in workload and working hours and more flexible work patterns were important
retention factors for IT employees.
Keywords: Retention, Turnover, Information Technology Sector, Organisation,
Employees
1. Introduction
The motive of this article is to evaluate the understanding of components
influencing turnover intentions and retention of IT employees. The outcomes are
concluded by an extensive review carried out for IT employees.
Firstly, the notion of retention and turnover should be introduced and defined.
Voluntary turnover is defined as ―instances wherein management agrees that the
employee had the physical opportunity to continue employment with the company,
at the time of termination‖ [1]. The aforesaid definition is very same with the
definition propounded by [2], which says that ―voluntary turnover is voluntary
cessation of membership of an organisation by an employee of that organisation‖. In
a study of [3], voluntary turnover‘s four specific classifications have been analysed.
The classification is stated as:
• Outside factors: The factors which are not related to the work of an individual
comes under outside factors, still an individual leaves the organisation namely
switching to other city or country, sickness as well as another aspirations. Few of
this type of turnover are inevitable. Nevertheless, some constituents which are
hindrance for the continuation process of employment, yet under control by
management shall be undertaking into consideration.
• Functional turnover: This classification involves every resignations carried out
by employer as well as employee. In other words when an individual leaves an

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organisation due to his/her own will or may be not able to adjust suitably with the
organisational culture or if an employer is terminating that very individual due to
low performance, then this kind of turnover is known as functional turnover. If an
organisation can enhance the recruitment and selection processes, this type of
turnover can be reduced.
• Push factors: These factors are those factors when the ―problem is dis-
satisfaction with work or the organisation leading to unwanted turnover‖.
•Pull factors: On the other hand, pull factors occurs when there is an attraction of
competitive organisations in the market. A study carried out by [4] asserted that if
there is no existence of rivals in the market, voluntary turnover cannot take place.
Theoretically, retention elucidated as ―continued employment of skilled and
productive staff‖ which is exactly opposite of turnover [5]. In practice, thoroughly
pragmatic overlap among the two notions may be observed. Nevertheless, it is not
certainly true that the components which are reducing the rate of turnover within the
organisation will be certainly improving the retention also. Since the components of
turnover may not be considered as other side of the fence for retention [6].
Taking into consideration both components of labour market and psychological
view point, several diversified framework are there which make each and every
effort towards an association of retention and turnover components. Nevertheless,
presently, a lack of concurrence may be seen on enduring retention and turnover
frameworks. In accord with the study of [7], present employee turnover‘s
elucidation is neither able to provide a successful prediction nor a complete
explanation. Although, no invariably acknowledged structure has been found yet in
understanding the choice of employees‘ quitting the organisation [8]. Additionally,
in accord with the study of [9], the dilemma is what kind of turnover is avertable as
well as what are the ways through which employer can manage it, still need a
concrete answer. This study‘s review is merely focused on the constituents through
which companies can do something towards turnover as well as the theoretical
structure has been adopted by the study of [10], which is encapsulated in Figure 1.
Suggested framework provides a description which depicts ―search and quit
intentions‖ like an antecedent to turnover [11] which further permits a chance
towards the common components that may be dissimilar person to person. Four
paramount components that play a role like a factors of ―decision to quit, namely
job satisfaction, expected utility of alternate roles within the organisation, expected
utility of alternate roles outside the organisation, and non-work values and roles‖
[12].
Below is the discussion of the paramount constituents which are observed in the
literature to affect retention as well as turnover has been following discussed along
with the application within IT sector considered wherever it was required.
2. Factors influencing Turnover
2.1 Job Satisfaction
In a study carried out by [13], the meaning of job satisfaction defined as ―how
people feel about their jobs‖. Having job dissatisfaction goes towards abolition
discernment as well as turnover of employees [14]. There are various rationales
behind Job dissatisfaction such as ―including high centralization‖, ―routinization‖,
―low integration‖, ―and low communication and policy knowledge‖ [15].

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2.2 Workload and Working Pattern
To employee retention, lack of resilience and fixed working hours always
influence in a hostile way [16]–[19]. In a study propounded by [20], three most
incessant factors i.e. convenience, flexibility and length of working hours were
considered as the undesirable factors while working in the organisation.
2.3 Career Development and Training
Insufficient training and opportunities as well as lack of career development for
employees lead towards voluntary turnover [6], [21]. Nevertheless, there are mix
findings towards providing opportunities and developmental programmes such a
means to reduce turnover [22]–[24]. On one hand, one study proposes that these
developmental programmes make employees more in demand which pushes them
towards switching over to another company. While on the other hand, when an
organisation invests in employees, employees feel a sense of association towards an
organisation and thereby they retain in the long term period. Certainly, imparting
training to employees may be a good retention method [25], [26].
2.4 Pay/Salary
―Uncompetitive pay is often debated as a reason for employee turnover‖ [27]–
[29]. However, prior studies have shown that pay is not so essential factor in
retaining employees within the organisation since there are more factors which help
employees in staying within the organisation [30]–[33]. In a study carried out by
[34] defines that ―it is rare for people leaving jobs to state that dissatisfaction with
pay was their reason, while attitude surveys have persistently found little difference
in terms of pay satisfaction between people who stay and leave organisations‖[35].
2.5. Unpleasant Working Environment and Location
For employee turnover, some factors like stress working culture, inappropriate
capacity of team as well as locality occasionally leads to employee turnover [36]–
[38]. IT employees can easily get jobs than other professions as IT sector is
spreaded globally, that leads to difficulties in recruiting employees for location [39],
[40].
3. Factors Influencing Retention
3.1 Pay
The factor of retention is discernment of getting a good remuneration [41]–[44].
Prior study carried out by [45], [46] suggested that the discernment of getting a
good remuneration is helpful not only at the recruitment stage of employees but also
it is a factor of fewer turnovers within the organisation. A study conducted by [47]
suggested that as individuals usually differentiate themselves with their fellow
members or with their relatives, therefore there is an essential to consider that it
does not certainly correspond to a substantial remuneration.
3.2 Benefits Package
As per the previous study carried out by [48] suggested that some factors like a
vehicle rendered by organisation to their employees, medical benefits, crèche
facility, schemes for pension and retirement are strongly wished by employees
from their company and thereby which lead them to stick into the organisation.

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Requirement of benefits are not merely concluded that employees should have a
high package of compensation as organisation also has to procure discounts as well
as few tax benefits [49]. On the other hand, the emergence of versatile benefit plans
suggests that employees may select either to ―flex‖ or to lose each and every benefit
from standard package. Some dissimilarity has been found between the benefits
rendered by public and private sector.
3.3 Workload/Working Pattern
Previous studies have also demonstrated that flexible working hours as well as
design is usually associated with a ―balanced life‖ that leads towards retention of
employees [50]–[52]. In a study conducted by [53] argues that, the crucial issue for
working women is to make a balance between their personal as well as work lives
which further decide the satisfaction level associated with their job as well as a
readiness towards retention. Intriguingly, for working men also balance and
flexibility are becoming a great concern like for women. Business reengineering as
well as the design of working are not required to inculpate remarkable quantity of
funds other than initial costs, Nevertheless, can render a competent strategy to
retention for companies.
3.4 Career Development
In order to balance career development, there must be a balance between
enhancing employees‘ own career development as well as rendering prompt and
suitable suggestion to organisation. If employees will be able to balance efficiently,
prior studies [6], [54] have suggested that it will lead to high retention within the
organisation. A study carried out by [7], [8] suggested that for developing a career
within the individuals, it is essential to be up to date of any existing obstacles.
Career development may maximize another method for retention as well as it will
help individuals in getting pinnacle by performing well. It depends on training and
development of individual in order to facilitate employees to proceed towards
stimulating position as well as may render efficient rewards to the individuals who
performed their roles at the best and thereby promoted in the organisation.
Successively, it may encourage employees to stick with the organisation.
3.5 Working Environment
Previous studies have explored that employee retention can be done substantially
by harmonious working culture provided by organisation to their employees which
is further made by a mix of material to be used in the organisation and some
intangible factors [4], [5]. Prior study suggested that promotion of friendship at the
workstation leads towards retention of employees in the organisation [1], [2]. Line
managers must help new employees in order to develop them. They must focus on
development of new employees in a proper way as well as they also need to help
them and boost them up in case of finding any difficulty. Consequently, a study
conducted by [4] examined that in order to well acquainted the employees with the
new technology emerging into the market, an organisation must render them several
developmental programmes. This superfluity of encouragement will influence
distinguished employees in several kinds and every employee no matter what
designation he or she has in the organisation would have distinguished rationales
behind quitting the organisation. This review explains the factors which influence
retention and turnover of IT employees. While taking up the work, nevertheless, it
became evident that for several rationales suggested in methodology part along with
the inadequacy of existing studies, there is a requisite to review the definition.

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4. Methodology
To accumulate a wide range of suitable literature, we utilised a systematic search
method. While accumulation, the databases utilised involved such as Medline,
Cinahl, ProQuest ABI Inform, Emerald, HMIC, Cochrane, Fade, Web of Science,
IBSS, Swetsnet-Navigator, EBSCO and HELMIS. Both single studies and reviews
studies have been included as well as publications are constricted to only English
language from1990 onwards for this study. Studies of academic journals were taken
out having a minimum length of around ten pages. Nevertheless, because of a few
journals‘ availability in the targeted area enforced us in widening the area of
research. Therefore, we included short studies as well against to our search criteria.
Several types of keywords were utilised involving ―quit or retention or retaining or
turnover‖, ―resign or resignation‖, ―job satisfaction or dissatisfaction‖, ―morale, pay
or salary or salaries or wages‖, ―workload‖, ―appraisal‖, ―on-the-job training‖,
―information technology‖ or ―IT sector‖. Among 8498 initial citations, we put out
overall 108 abstracts. For finalizing the final researches, two authors reviewed the
articles‘ abstracts independently and then we involved them in this review article.
Through discussions, we sorted out the opinion‘s differences. In opposition to
methodical procedures utilised as well as demonstration of researches‘ outcomes are
estimated.
4. Review Findings
4.1 Turnover and Job Dissatisfaction Factors
To make IT employees dissatisfied on their job, some prior studies have
suggested some factors. A study conducted by [7] discovered that ―a lack of
recognition of contribution, a stressful working environment, a heavy workload,
unsocial hours and a lack of childcare‖ are main constructs that influence IT
employees‘ job dissatisfaction. A study conducted by [9] found no significant
relationship among two variables i.e. between involvement in mentoring as well as
satisfaction of the employees on the job. Nevertheless, there was a significant
correlation was found among two variables i.e. between quality of mentoring and
satisfaction of employees on their job. From the methodology utilised, we may not
ascertain the route. Nevertheless, the utilization of mentors can be significant at the
time of giving important elements of pillars at the workplace. Additionally, in
creating confidence of employees, the policies for anti-harassment as well as
mentoring can hold a crucial role in the organisation.
4.2 Retention and Job Satisfaction Factors
In a connection with the prior discussion that says, ―retention and turnover factors
are not always two sides of the same coin‖, we discovered a variation in factors that
influence further retention as well as satisfaction of employees on their job [12].
There is a significantly increment in perceived ―satisfaction with status and
autonomy, satisfaction with professional relations as well as overall satisfaction‖.
Participation in management strengthens several facets of satisfaction. Additionally,
high involvement in management leads to satisfaction of employees in the
organisation [11].

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5. Conclusions
The first outcome what we concluded is that there is not so many empirical as
well as empirical researches particularly in IT sector. Consequently, this is not easy
to make concrete as well as compelling inferences on the factors of retention and
turnover. Therefore, there is an urgent call of more new research in the field of T
sector.
There is a strong need to do a systematic differentiation of the corresponding
factors. In detecting the importance of one‘s retention constituents‘ seclusion with
other, prior studies have concentrated in so precise manner till the date. It seems so
abstract, because in real life one formulates their options of either stay in the
organisation or leaving mainly depends on complicated group of factors as
encapsulated in Figure 1. To recognize the pertinent constituents is a competent
first part in order to evolve approaches of retention, however there should be a clear
apprehension towards the procedure as well as interaction of those constituents. For
this task, the model would provide a better way of understanding. Additionally,
there is a requisite of conceptual research in order to plan the procedure through
which for quitting the organisation, employees may come up with good decisions.
With the help of psychological contract literature, there may be a possible
productive course of exploration. Between the organisation as well as its employees,
it can be established through the concept of hopes as well as supposition. When
there is no hope as well as supposition, it is viewed as uncompleted, and then at this
very time, employees voluntarily quit their jobs. The research carried out by [13],
[53] probably would be beneficial in both of the following criteria, such as, 1)
assessing the types of catalyst which initiates the voluntary turnover as well as, 2) at
the time of process modelling.
At the time of recognizing characteristics, we must be so vigilant in order to find
the rationales behind employees‘ quitting the organisation. In order to develop the
procedures and processes for enhancing morale of employees, rationales behind
concrete resignations, this procedure of identifications plays an important role. Here
we can utilize exit interviews in a well manner. Next essential issue to keep in into
mind is to check where the employees switching. For IT sector, this would be
essential to adapt an accurate solution as per the cohort in order to retain them in the
organisation.
In this study, some factors have been recognized that have a distinguished impact
on retention as well as turnover. There are some factors that either have strong
impact or have weak impact on the main constructs such as retention as well as
turnover. For example, job satisfaction influence intent to stay in a great extent. On
the other side, another constructs like ―childcare and disenchantment with
government healthcare policies" recognized as those factors that have an influence
on turnover as well as retention by some studies, however they are not proven by
other researches. These differences are due to probably they are dependent on
surroundings.
In this study, the second findings associated with the meaningful matter of
discussion with the cohort of two employees that further infers few implications for
practitioners. This study found that the main constructs which influence turnover
and retention of employees working in IT sector are ―job dissatisfaction, lack of
autonomy, workload in the organisation, working pattern, working hours, lack of
recognition in the organisation as well as job related stress‖. Apart from these
characteristics, IT employees are also concerned with facility of child care in the
organisation. Nevertheless, some employees are also very concerned with the pay
offered by the organisation to them as well as the harmonious environment also

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plays an important role. In connection with retention factors, IT employees are also
inclined towards career development and their promotion in the organisation.
For IT employees, pay is appeared not to be focused more as a construct to leave
the organisation despite the fact that ―low pay was seen by staff as one of the worst
things about working in the IT sector‖ [41], which is in connection with the
previous researches that says, ―pay is normally deemed to be an insignificant issue
causing voluntary turnover‖.
A factor that erected as particularly that is notable to both cohorts of employees
entitled as recognition as well as a sense of getting valued by the employer. It is
mostly related with organisational culture, which is excluded in the model proposed
by [10] in Figure 1 as well as. This is why we propose that future research must be
on this aforesaid element which was neglected till the date. Meanwhile, mentioned
rarely in HRM literature, it has been observed that employees have talked more
about their sense of being valued as well as recognized in the organisation [11],
[29], [35]. The quizzing part on the side of employers is to investigate about how
employees recognized themselves esteemed and which is debated further. We are
careful while becoming despotic in regards with suggestion or the rationale
prescribed aforesaid. Various constructs that bring about turnover of employees are
associated with the employees and with employers as well. However, we
recommend that practitioners must cautiously examine this study‘s suggestion
opposed to their awareness in respect to the organisation as well as the workplace.
They must utilised a pick-and-mix approach that is determined by the situations
emerged. However, there are the following suggested two streams that can be a first
concern for action, which has been drawn out from the prior literature.
For IT professionals, this study‘s implications mostly recline in knowing about
the relation between job satisfaction with working pattern and lack of being valued
or recognized. There must be a harmonious organisational culture for employees
that should be focused on providing recognition to the employees. Various
methodologies should be opted by employer in order to make their employees feel a
sense of association towards the organisation and that can be foster by involving
them in the organisational change, having direct communication with them, asking
for their opinion or suggestion, efficient and polite reply to the employee advice as
well providing a positive feedback to the employees on daily basis for outstanding
work done by employees and also for excellent achievements grabbed by
employees.
For the employers, it would be beneficial, if they will be focus on the two factors
entitled as employees‘ workload patterns and their working hours in the job. It has
been observed that the usual and vital construct is work schedule that creates IT
employees to leave the organisation. Therefore, in order to lessen turnover,
organisation must pay attention towards employees‘ working patterns as well as
their hours of job at the workplace. Further, linked matter of substantial focus
towards IT employees is to do take care of child care amenities within the
organisation. This study has spotlighted the two factors namely turnover as well as
retention for IT employees, however there is an urge to do a systematic and robust
review in order to create a more systematic knowledge in this very field. At the end,
in this changing environment, the aptness of employees will be of high demand and
undoubtedly the spontaneous and swift action taken by employees in that very
situation is desirable. Therefore in order to meet the challenges in the forthcoming
era, an organisation is required to create a strong strategy through which a sound
decision would be passing on for the betterment of employees.

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