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On Turnover in Human Services

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Abstract

Within the field of behavior analysis, turnover can impact an organization adversely due to the loss of expertise and the required replacement expenses. Turnover in behavior analysis remains poorly understood, and few investigations have studied why employees separate and how to mitigate unwanted turnover. The purpose of this discussion article is to provide an account of turnover, as well as to make recommendations to behavior-analytic service providers regarding how to perform analyses and intervene to decrease employee turnover.

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Notes

  1. The term rate, used here, originates from the human resources literature describing turnover over time and is expressed as a percentage. As used in this context, the term rate does not necessarily construe a behavior-analytic definition.

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Authors and Affiliations

  1. The Faison Center and Florida Institute of Technology, 1701 Byrd Ave, Richmond, VA, 23230, USA

    Byron Wine

  2. The Faison Center, Richmond, VA, USA

    Matthew R. Osborne & Eli T. Newcomb

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  1. Byron Wine
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  2. Matthew R. Osborne
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  3. Eli T. Newcomb
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Correspondence to Byron Wine.

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Byron Wine has no conflict of interest. Matthew R. Osborne has no conflict of interest. Eli T. Newcomb has no conflict of interest.

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Wine, B., Osborne, M.R. & Newcomb, E.T. On Turnover in Human Services. Behav Analysis Practice 13, 492–501 (2020). https://doi.org/10.1007/s40617-019-00399-6

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