Designing a Model of Employees’ Voluntary Turnover

The most important function of human resource management is to attract qualified people and strive to maintain existing human resources. If management fails in this important task, the grounds for qualified employees for leaving organization and reducing productivity will be provided. The purpose of this study was to design employee voluntary turnover model. In this regard, following the method of grounded theory, a number of employees of the world service of IRIB were interviewed in a semi-structured way. In order to analyze data, open, axial and selective coding was used, which resulted in the extraction of 75 concepts, 50 categories and 15 basic theorems in the form of Strauss-Corbin paradigm model. Findings showed that categories such as feelings of injustice, feelings of corruption, autocratic and coercive management style, and etc. In the form of causal conditions lead to the phenomenon of "decision to leave the organization" as a central category in the organization. After that, the person leaves the organization in a planned way or suddenly (actions). Also, categories such as age and Work experience, degree of resilience of the individual, degree of family companionship, type of personality, type of previous job, network status and external communications as contextual factors affect selecting actions of the individual. The intervening category in this study was job embeddedness. The consequences of the actions described were such things as unemployment after leaving the organization, worsening of financial situation after leaving, peace of mind, enduring material and financial losses, and finding a more suitable job.