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Combating the effects of turnover: Military lessons learned from project teams rebuilding Iraq

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  • Murnieks, Charles Y.
  • Allen, Scot T.
  • Ferrante, Claudia J.

Abstract

The literature concerning turnover has traditionally been composed of studies and analyses which assume that turnover rates are malleable, and can be reduced. We take the opposite position and contend that turnover rates for certain organizations are not variable, but rather remain fixed. Is it possible, then, to reduce the deleterious effects of turnover without reducing the actual churn of individuals? To answer this question, we draw from experiences of the U.S. military during Operation Iraqi Freedom, in order to learn from its methods of dealing with high personnel turnover during the management of projects. Specifically, we offer four best practices that reduce the negative effects of turnover, while allowing the rate itself to remain constant. These best practices aim toward sharing the knowledge and mental models critical for sustained operations, to insulate the organization against the departure of key personnel. Herein, we demonstrate how efficient operations can be maintained amidst high churn rates.

Suggested Citation

  • Murnieks, Charles Y. & Allen, Scot T. & Ferrante, Claudia J., 2011. "Combating the effects of turnover: Military lessons learned from project teams rebuilding Iraq," Business Horizons, Elsevier, vol. 54(5), pages 481-491, September.
    • Handle: RePEc:eee:bushor:v:54:y:2011:i:5:p:481-491
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    References listed on IDEAS

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    1. Weeks, Michael R., 2007. "Organizing for disaster: Lessons from the military," Business Horizons, Elsevier, vol. 50(6), pages 479-489.
    2. Herbert A. Simon, 1991. "Bounded Rationality and Organizational Learning," Organization Science, INFORMS, vol. 2(1), pages 125-134, February.
    3. Douglas, Matthew A. & Strutton, David, 2009. "Going "purple": Can military jointness principles provide a key to more successful integration at the marketing-manufacturing interface?," Business Horizons, Elsevier, vol. 52(3), pages 251-263, May.
    4. George P. Huber, 1991. "Organizational Learning: The Contributing Processes and the Literatures," Organization Science, INFORMS, vol. 2(1), pages 88-115, February.
    5. Kathleen Carley, 1992. "Organizational Learning and Personnel Turnover," Organization Science, INFORMS, vol. 3(1), pages 20-46, February.
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    Cited by:

    1. Makarius, Erin E. & Dachner, Alison M. & Paluch, Rebecca M. & Pedde, Jenn, 2024. "Feel the churn: Exercising talent management practices to support a climate for career mobility," Business Horizons, Elsevier, vol. 67(1), pages 55-69.

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