|M.Sc Student||Levy Amelia|
|Subject||The Influence of Social Bonding on Turnover|
|Department||Department of Industrial Engineering and Management||Supervisor||Professor Alan Kirschenbaum|
The objective of this research is to investigate if social bonds within and outside a HiTech organization affect turnover decisions. A macro level turnover model was proposed, having social bonds, along with classical determinants of turnover, as antecedents of withdrawal decisions. Fourteen (14) measures of social bonds were developed based on examining: “where”, with whom” and the “intensity of social bonds. These measures involved social bonds that are both formed inside, i.e., colleagues and coworkers, and outside the organization, i.e., family (spouses and children), friends, acquaintances and neighbors. In addition, data was gathered concerning the organizations work environment, including perceptions of internal-external labor market opportunities, job involvement, work conditions and market characteristics of the employees. Utilizing a longitudinal study design based on a representative cohort of employees (211), and a follow-up telephone interview of leavers, rates of turnover were calculated. The first step confirmed the relevancy of classical determinants of turnover. This was followed by a factor analysis of the social bonds measures that led to two separate constructs - external and internal organizational social bonds- each containing four separate distinct factors. These factors, along with the traditional market and organizational related determinants of turnover were then introduced into a series of logistic regression models. Results strongly suggest that social bonds that are formed both inside and outside workplace affect the employees’ decision to remain or leave the organization. It also means that traditional models of turnover should be modified to include social bonds as a viable component in turnover decision.