Abstract
Voluntary employee turnover presents a dichotomous nature. While it can foster innovation and structural renewal, it also leads to dysfunctions such as the loss of social capital and elevated recruitment costs. Through a qualitative literature review, presented as a theoretical essay, this study explores this phenomenon. The primary reflections encourage managers to consider turnover as a strategic indicator with multiple dimensions and dual impacts. The study proposes future research to simultaneously examine the positive and negative effects of this phenomenon and, subsequently, to investigate the moderating role of turnover rates and variations in the hierarchical level of employees who have resigned.
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