000			02073cam a2200169 4500500
005			20250121131605.0
041			_afre
042			_adc
100	1	0	_aHur, Hyungjo _eauthor
700	1	0	_a Hawley, Joshua _eauthor
245	0	0	_aTurnover Behavior among U.S. Government Employees
260			_c2020.
500			_a15
520			_aHigh employee turnover is a critical policy issue for public managers to solve. The U.S. government is concerned about slowing turnover rates, which accelerated from 14-15% to more than 18% since the Great Recession. Explanations for increases in employee departure are more difficult to pin down. The expected wave of baby boomer retirements did not materialize and cannot explain turnover. The impact of the Great Recession on employment makes it more difficult to theorize about the relationship between employee organizational fit and turnover. This study analyzes U.S. government employees’ turnover using data from the 2003, 2006, 2010, and 2013 editions of the National Survey of College Graduates (NSCG). The data provide a unique opportunity to study cohorts of U.S. government workers before and after the recession. Statistical models of employee turnover focus on comparing the factors that lead to employee departure. The exodus of workers from government offices can be explained more by the fit between the individual and organizational needs, as opposed to a mismatch between the skills required in the job and the needs of the organization. The results show that when there is a mismatch between individual skill level and the skills in their job, individuals are more likely to move within government. Workers that made job changes after the recession (2010-13) had a greater gap in organizational fit than those that made job changes prior to the recession (2003-06).
786	0		_nInternational Review of Administrative Sciences | 86 | 4 | 2020-12-02 | p. 671-686 | 0303-965X
856	4	1	_uhttps://shs.cairn.info/journal-international-review-of-administrative-sciences-2020-4-page-671?lang=en&redirect-ssocas=7080
999			_c569753 _d569753