a) Explain how dissatisfaction may not be the only reason for voluntary Turnover.

Dissatisfaction is not the sole factor influencing voluntary turnover in organisations. Various
other factors, such as shocks and individual considerations, contribute to the decision-making
process. Shocks, which are sudden and impactful events experienced by employees, can
trigger psychological processes that lead to voluntary turnover. These shocks can be positive,
negative, or neutral, expected or unexpected, internal or external, depending on their impact
on job-related judgments and decision-making.
Examples of shocks include unsolicited job offers, conflicts with supervisors or colleagues,
perceived promotion rejections, personal or family issues, education decisions, and partner
relocation. The unfolding model, explains how employees compare these shocks to their
values, goals, and plans. If a shock conflicts with these aspects, it can trigger turnover
considerations.
Beyond shocks, other considerations also play a role in the decision to leave an organisation:
Script: Some individuals have pre-planned scripts for leaving, especially when they anticipate
a future shock. For instance, knowing that they will relocate with their partner for education
can lead to the development of a script for departure.
Image Violations: These violations occur when employees realize they are incompatible with
their organisation or when the shock experience conflicts with their goals or plans. This
realization can prompt them to consider leaving.
Emergence of Dissatisfaction: Shocks may lead to job dissatisfaction, even for individuals
who were previously content. New information, such as realizing that their job no longer
provides certain benefits, can contribute to dissatisfaction.
Searching for Alternatives: Evaluating job alternatives is a crucial part of the decision-
making process. Some shocks may result in an immediate departure, while others, such as
unsolicited job offers, may prompt employees to explore available job options before making
a decision.

b) Suggest ways to retain employees who may have experienced a shock.

Retaining employees who have experienced a shock involves addressing various factors
beyond job satisfaction and commitment.
Positive Attitudes and Perceived Support: To bolster positive attitudes and perceived
support, organisations should prioritize the creation of a constructive work environment. This
involves fostering job satisfaction through open communication channels.
Consideration of Non-Work Commitments: Recognizing and respecting employees' non-
work commitments is pivotal for retention. Acknowledging family responsibilities and
community ties as integral aspects of employees' lives is essential. Providing flexible work
arrangements and support programs not only facilitates a healthy work-life balance but also
contributes to employee satisfaction and loyalty.
Building On-The-Job Relationships: Cultivating positive relationships among colleagues is
vital to retain employees. Encouraging a collaborative workplace culture fosters strong on-
the-job relationships. It not only promotes job satisfaction but also a supportive network that
helps employees reinforce their commitment to the organisation.
Addressing Work-Related Activities: Organisations should prioritize the professional
development and growth of their employees. Providing opportunities for skill enhancement
and career progression within the organisation is key to retaining talent.
Also, employees may be less likely to think about leaving when they are embedded in their
job and within their community. They are links, fit and sacrifice.
• Links refer to the extent a person is connected to other people, groups, or organisations
inside and outside their employing organisation. Promoting both internal and external
connections strengthens employee attachment. Encourage participation in industry events
and networking opportunities.
• Fit is the extent to which job and community are similar with the other aspects of a
person’s life. Emphasizing organisational fit involves aligning values, goals, and job
requirements with employee expectations.
• The final mechanism is sacrifices. Acknowledge that employees evaluate potential
sacrifices when considering leaving their current job. Addressing both material and
psychological benefits emphasizes the unique aspects of the organisational culture, perks,
and intangible benefits.
By addressing these factors, organisations can enhance the overall employee experience and
create a workplace environment that promotes retention, even in the face of shocks or
unexpected events.