Predicting Employee Turnover from Friendship Networks |
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| Authors: | Thomas Hugh Feeley - Thomas Feeley is a faculty member in Communication and Family Medicine at the University at Buffalo of the State University of New York Jennie Hwang - Jennie Hwang is a doctoral candidate in Communication at UB George A Barnett - George Barnett is Professor of Communication at UB |
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| Institution: | Thomas Hugh Feeley - Thomas Feeley is a faculty member in Communication and Family Medicine at the University at Buffalo (UB), of the State University of New York,Jennie Hwang - Jennie Hwang is a doctoral candidate in Communication at UB, George A. Barnett - George Barnett is Professor of Communication at UB |
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| Abstract: | Employees (n=40) at a fast-food restaurant were surveyed about characteristics of their position and their level of satisfaction. Employees were then asked to report with whom they regularly communicated inside and outside the workplace and to indicate how close they were to employees with whom they were linked. Employee turnover was measured after three months had elapsed. A goal of the research was to replicate a model of employee turnover that predicts employees more central in their social network to be less likely to leave, and to test a social support explanation of the centrality model. The results indicated that employees who reported a greater number of out-degree links with friends were less likely to leave. The number of in-degree links with friends did not significantly predict turnover, and neither did network links with peers. Friendship prestige, measured by the number of in-degree links, was strongly correlated with relational closeness and amount of time spent with employees outside the workplace. |
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| Keywords: | Turnover Centrality Networks Friendship Peer Social Support |
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