Factors of Voluntary Personnel Turnover

The master dissertation is devoted to the factors of voluntary personnel turnover. The interest in the problem of turnover is due to the fact that companies compete for staff, and the competition is not only to attract the best, but also to retain effective and professional employees. In the course of the work, the concepts of turnover, working conditions, attitude to staff, job satisfaction, as well as related factors of organizational behavior of staff are considered. An analysis of the literature was carried out, which allowed us to identify key approaches to the management of turnover, as well as existing problems when working with the indicator of voluntary turnover. The result of the analysis of empirical studies of Russian and foreign authors was a description of the methods of research of the problem, as well as the conclusions reached by the authors in the course of working on the issue of factors affecting the employee's intention to voluntarily leave the company – the significant role of HRM practices, especially career management practices, perceived support, as well as overall job satisfaction. The design of the study is based on the theory of social exchange and contains a block of organizational factors of voluntary turnover, a block of individual factors of voluntary turnover, as well as a block of integral job satisfaction. In the course of data collection, using a survey and subsequent analysis of the responses of respondents (65 managers of the retail sector), some hypotheses were proved, as well as the most influential factors of voluntary staff turnover were identified. The value of the research results lies in the list of relevant recommendations for managing the labor behavior of line managers in retail in the post-pandemic period – in order to manage the indicator of voluntary turnover in the company, management needs to analyze the key factors of influence for different groups of personnel and design a system of HRM practices that will meet the needs of both the company and its employees. The focus on working conditions, management practices, and perceived support demonstrates the willingness of retail line managers to build more informed relationships with the employer-through trust-based communication and career planning within the company.