Turnover intention is defined as individual movement across the membership boundary of an organization. Interestingly unlike actual turnover, turnover intent is not explicit. Intentions are a statement about specific behavior of interest. Studies have shown that turnover is one of the most researched phenomena in organizational behavior. The broad range of turnover studies is indicative of the significance and complexity of the issue.

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The phenomena attract interest due to its psychological dimension, its organizational significance and its economic dimension. Thus, it is imperative for HRM managers to understand that there are several factors inherent to counter staff intentions or turnover. One theory specifies employee’s decision to resign is influenced by two factors which include their perceived ease of movement which is referred to as the assessment of perceived alternatives and perceived desirability of movement which is influenced for instance by job satisfaction
HUMAN RESOURCE MANAGEMENT
Human resource management Practices refer to all practices (annual performance appraisals), specific policies (equal opportunities), tools (employee surveys) or techniques (management by objectives) that contribute to managing human resources in an organization. Human Resource Management (HRM) is a process of bringing people and organizations together so that the goals of each are met. It is that part of the management process which is concerned with the management of human resources in an organization. It tries to secure the best from people by winning their wholehearted cooperation. In short, it may be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner.
EMPLOYEES’ TURNOVER
Employee turnover is the most important activity of human resource of a firm in which management is eager to censure. The reason for making a purposeful resistance is because of reality that organizations make sufficient investment in their employees in the shape of development, training, workflow, reimbursement planning and building of viewpoint to achieve objectives and goals of the organization. Though, the increasing consequences of employee turnover can cause an effect on the organization’s growth, the expense of managing as shown in most cases is reflected on income statement bottom line, showed a downward tendency in effectiveness. Employee turnover basically occurs due to unhappiness of an individual employee from job environment. Being unhappy is not merely the reason in a job, why individuals leave one job for another job. If the employees possess the skills that are in demand, they may be awarded higher pay, better facilities or job growth prospective. So it is very important to recognize and know the difference between those employees who leave the job because they are not satisfied with their job and those employees who leave their job for other reasons.
HUMAN RESOURCES MANAGEMENT AND EMPLOYEES’ TURNOVER
Human resource management affects the attitude and behavior of employees. Specifically, employee turnover intention is one of the behaviors that human resource management can influence. Human resource management can be associated with the exit decision process. Human resource management may not only have a positive impact on employees, but also have a negative impact on employees, leading to employees’ dissatisfaction. An example is when employees are not satisfied with training and development opportunities and do not receive the regular feedback they expect. In addition, employees may experience high levels of stress due to increased work intensity. In this way, they are experiencing that their work-life balance is unbalanced. These feelings of dissatisfaction will lead to thoughts about resignation and increase the intention to leave. Effective human resource practices, if implemented effectively, are likely to make employees perceive their communication relationship with their manager as characterized by a supportive environment. This is based on investment in employee skills, regular and fair performance feedback, fair and attractive rewards for performance, and joint efforts to achieve meaningful goals. In return, employees may feel obligated to meet the goals of their managers and organizations. Therefore, they establish an emotional relationship with the manager and the organization itself, which is based on a mandatory reciprocal relationship in their exchange relationship. Employees who are more involved in the organization may display this emotional bond more naturally. In particular, these employees are likely to act in the best interests of their organization. In addition, employees who are actively involved in the management of high-performing human resource systems may feel the desire and obligation to contribute to organizational.