Employee Development and Voluntary Turnover with the mediating role of Employability

Organizations take advantage of a number of different strategies to develop their employees’ skills. Regretfully, however, when we consider employees’ development we exclusively take into consideration formal education while formal and classroom education is merely a part of employees’ development program. Some employees receive support from their managers in forms like job development, job enrichment and job rotation. Managers normally assume that the improvement of employees’ skills and abilities can also improve the quality of employability which as a result would put an end to voluntary turnover. Employees from both governmental and private sections form the statistical population of this research. In terms of data collection, manual and electronic questionnaires are designed and with regard to the infinity of statistical population, 380 questionnaires were distributed, out of which 207 valid ones were analyzed using Structural Equation Modeling and software of SPSS and SMART PLS. Each developmental undertaking exerts different and significant impacts on the capability of internal and external employment. In addition, in comparison with internal employment, external employment exerts a more significant impact on the willingness to quit doing voluntary services. Managers who don’t feel at ease with the advancement of their employees, are suggested to concentrate on items like employee training, work experience, and independence which prevent employees from quit their jobs, instead of concentrating on items like Job rotation, job enrichment, and job-related missions.