Comparative Evaluation of Machine Learning Models with Class Imbalance Techniques for Employee Turnover Prediction
DOI:
https://doi.org/10.63158/journalisi.v8i4.1732Keywords:
Hybrid Machine Learning, Class Imbalance, Employee Turnover, Turnover Prediction, HR AnalyticsAbstract
Employee turnover prediction remains challenging in Human Resource (HR) analytics because class imbalance can reduce the ability of machine learning models to identify employees at genuine risk of leaving. This study develops and evaluates a comprehensive machine learning framework that balances minority-class detection and false-positive control. A publicly available HR dataset containing demographic, organizational, performance, and training-related attributes was analyzed using seven algorithms: Logistic Regression, Support Vector Machine, Multilayer Perceptron, Random Forest, XGBoost, LightGBM, and CatBoost. Cost-sensitive learning and three resampling methods, SMOTEENN, ADASYN, and Tomek Links, were compared through stratified 10-fold cross-validation. Performance was evaluated using ROC-AUC, PR-AUC, Balanced Accuracy, Matthews Correlation Coefficient, G-Mean, Sensitivity, and Specificity, followed by threshold adjustment and SHAP analysis. Original LightGBM achieved the highest discrimination performance (ROC-AUC = 0.5975 ± 0.0546; PR-AUC = 0.2020 ± 0.0426), while cost-sensitive LightGBM produced the most balanced results (Balanced Accuracy = 0.5221 ± 0.0303; MCC = 0.0499 ± 0.0685). SHAP identified Department Type, Current Employee Rating, Training Cost, and Age as key predictors. Overall, integrating cost-sensitive learning, threshold optimization, and explainability improved model interpretability and practical utility for evidence-based HR decision-making processes in employee retention management and planning.
Downloads
References
[1] J. Luo, “AI empowers enterprise agility and performance: Research trends and implications for future research,” Business Information Review, vol. 42, no. 2, 2025, doi: 10.1177/02663821251384881.
[2] N. Wang, X. Zhang, S. Li, and X. Gao, “Applications of Artificial Intelligence in Enterprise Human Resource Management,” Information Resources Management Journal, vol. 38, no. 1, 2025, doi: 10.4018/IRMJ.389707.
[3] S. Pandey and J. Mahesh, “Emerging Trends in People-Centric Human Resource Management: A Systematic Literature Review,” Vision, vol. 29, no. 4, 2025, doi: 10.1177/09722629231182853.
[4] Kudirat Bukola Adeusi, Prisca Amajuoyi, and Lucky Bamidele Benjami, “Utilizing machine learning to predict employee turnover in high-stress sectors,” International Journal of Management & Entrepreneurship Research, vol. 6, no. 5, 2024, doi: 10.51594/ijmer.v6i5.1143.
[5] S. Garg, S. Sinha, A. K. Kar, and M. Mani, “A review of machine learning applications in human resource management,” International Journal of Productivity and Performance Management, vol. 71, no. 5, 2022, doi: 10.1108/IJPPM-08-2020-0427.
[6] H. Talebi, A. Khatibi Bardsiri, and V. K. Bardsiri, “Machine Learning Approaches for Predicting Employee Turnover: A Systematic Review,” Engineering Reports, vol. 7, no. 8, 2025, doi: 10.1002/eng2.70298.
[7] F. Mozaffari, M. Rahimi, H. Yazdani, and B. Sohrabi, “Employee attrition prediction in a pharmaceutical company using both machine learning approach and qualitative data,” Benchmarking, vol. 30, no. 10, 2023, doi: 10.1108/BIJ-11-2021-0664.
[8] M. Al Akasheh, E. F. Malik, O. Hujran, and N. Zaki, “A decade of research on machine learning techniques for predicting employee turnover: A systematic literature review,” Expert Syst. Appl., vol. 238, 2024, doi: 10.1016/j.eswa.2023.121794.
[9] P. R. Kiran, A. Chaubey, and R. K. Shastri, “Role of HR analytics and attrition on organisational performance: a literature review leveraging the SCM-TBFO framework,” Benchmarking, vol. 31, no. 9, 2024, doi: 10.1108/BIJ-06-2023-0412.
[10] J. W. Kasubi, L. A. Kisumbe, and W. I. Nyabakora, “Mapping the Knowledge Base for the Impact of Artificial Intelligence on Human Resources Management: A Bibliometric Study,” Sage Open, vol. 15, no. 3, 2025, doi: 10.1177/21582440251377298.
[11] M. Liu, B. Yang, and Y. Song, “Research on Predicting the Turnover of Graduates Using an Enhanced Random Forest Model,” Behavioral Sciences, vol. 14, no. 7, 2024, doi: 10.3390/bs14070562.
[12] C. Liu and W. Miao, “The role of employee psychological stress assessment in reducing human resource turnover in enterprises,” Front. Psychol., vol. 13, 2022, doi: 10.3389/fpsyg.2022.1005716.
[13] J. Guo, D. Huang, J. Wu, H. Mogouie, and T. Dicke, “Predictive modelling of Australian school principals’ turnover intentions using machine learning with random effects,” Discover Computing, vol. 29, no. 1, 2026, doi: 10.1007/s10791-025-09838-1.
[14] S. Di Lauro, A. Tursunbayeva, G. Antonelli, and L. Moschera, “Disrupting human resource management with people analytics: a study of applications, value, enablers and barriers in Italy,” Personnel Review, vol. 54, no. 2, 2025, doi: 10.1108/PR-11-2023-0927.
[15] X. Wang and J. Zhi, “A machine learning-based analytical framework for employee turnover prediction,” Journal of Management Analytics, vol. 8, no. 3, 2021, doi: 10.1080/23270012.2021.1961318.
[16] J. Park, Y. Feng, and S. P. Jeong, “Developing an advanced prediction model for new employee turnover intention utilizing machine learning techniques,” Sci. Rep., vol. 14, no. 1, 2024, doi: 10.1038/s41598-023-50593-4.
[17] H. G. Abu-Faty, A. Kafafy, M. M. Hadhoud, and O. Abdel-Raouf, “Integrating generative AI and machine learning classifiers for solving heterogenous MCGDM: a case of employee churn prediction,” Sci. Rep., vol. 15, no. 1, 2025, doi: 10.1038/s41598-025-99119-0.
[18] Z. Sun, “Determining human resource management key indicators and their impact on organizational performance using deep reinforcement learning,” Sci. Rep., vol. 15, no. 1, 2025, doi: 10.1038/s41598-025-86910-2.
[19] A. Heidemann, S. M. Hülter, and M. Tekieli, “Machine learning with real-world HR data: mitigating the trade-off between predictive performance and transparency,” International Journal of Human Resource Management, vol. 35, no. 14, 2024, doi: 10.1080/09585192.2024.2335515.
[20] L. Gadár and J. Abonyi, “Explainable prediction of node labels in multilayer networks: a case study of turnover prediction in organizations,” Sci. Rep., vol. 14, no. 1, 2024, doi: 10.1038/s41598-024-59690-4.
[21] S. Manafi Varkiani, F. Pattarin, T. Fabbri, and G. Fantoni, “Predicting employee attrition and explaining its determinants,” Expert Syst. Appl., vol. 272, 2025, doi: 10.1016/j.eswa.2025.126575.
[22] G. Regasse and F. Venier, “Implementing machine learning for predictive analytics: An empirical study of employee turnover,” Next Research, vol. 2, no. 4, 2025, doi: 10.1016/j.nexres.2025.100873.
[23] S. Chowdhury, S. Joel-Edgar, P. K. Dey, S. Bhattacharya, and A. Kharlamov, “Embedding transparency in artificial intelligence machine learning models: managerial implications on predicting and explaining employee turnover,” International Journal of Human Resource Management, vol. 34, no. 14, 2023, doi: 10.1080/09585192.2022.2066981.
[24] V. Veglio, R. Romanello, and T. Pedersen, “Employee turnover in multinational corporations: a supervised machine learning approach,” Review of Managerial Science, vol. 19, no. 3, 2025, doi: 10.1007/s11846-024-00769-7.
[25] M. M. Ahsan, M. A. P. Mahmud, P. K. Saha, K. D. Gupta, and Z. Siddique, “Effect of Data Scaling Methods on Machine Learning Algorithms and Model Performance,” Technologies (Basel)., vol. 9, no. 3, 2021, doi: 10.3390/technologies9030052.
[26] D. Dablain, B. Krawczyk, and N. Chawla, “Towards a holistic view of bias in machine learning: bridging algorithmic fairness and imbalanced learning,” Discover Data, vol. 2, no. 1, 2024, doi: 10.1007/s44248-024-00007-1.
[27] H. He, Y. Bai, E. A. Garcia, and S. Li, “ADASYN: Adaptive synthetic sampling approach for imbalanced learning,” in Proceedings of the International Joint Conference on Neural Networks, 2008. doi: 10.1109/IJCNN.2008.4633969.
[28] E. AT, A. M, A.-M. F, and S. M, “Classification of Imbalance Data using Tomek Link (T-Link) Combined with Random Under-sampling (RUS) as a Data Reduction Method,” Global Journal of Technology and Optimization, vol. 01, no. S1, 2016, doi: 10.4172/2229-8711.s1111.
[29] G. E. A. P. A. Batista, R. C. Prati, and M. C. Monard, “A study of the behavior of several methods for balancing machine learning training data,” ACM SIGKDD Explorations Newsletter, vol. 6, no. 1, 2004, doi: 10.1145/1007730.1007735.
[30] F. Guerranti and G. M. Dimitri, “A Comparison of Machine Learning Approaches for Predicting Employee Attrition,” Applied Sciences (Switzerland), vol. 13, no. 1, 2023, doi: 10.3390/app13010267.
[31] J. Li, “Area under the ROC Curve has the most consistent evaluation for binary classification,” PLoS One, vol. 19, no. 12 December, 2024, doi: 10.1371/journal.pone.0316019.
[32] A. Gocoglu, N. Demirel, and H. Bozdogan, “A Novel Information Complexity Approach to Score Receiver Operating Characteristic (ROC) Curve Modeling,” Entropy, vol. 26, no. 11, 2024, doi: 10.3390/e26110988.
[33] A. M. Carrington et al., “A new concordant partial AUC and partial c statistic for imbalanced data in the evaluation of machine learning algorithms,” BMC Med. Inform. Decis. Mak., vol. 20, no. 1, 2020, doi: 10.1186/s12911-019-1014-6.
[34] F. Donkor, W. A. Appienti, and E. Achiaah, “The Impact of Transformational Leadership Style on Employee Turnover Intention in State-Owned Enterprises in Ghana. The Mediating Role of Organisational Commitment,” Public Organization Review, vol. 22, no. 1, 2022, doi: 10.1007/s11115-021-00509-5.
[35] M. Li et al., “Organizational culture and turnover intention among primary care providers: a multilevel study in four large cities in China,” Glob. Health Action, vol. 17, no. 1, 2024, doi: 10.1080/16549716.2024.2346203.
[36] R. Stofberg, M. Bussin, and C. M. Mabaso, “Pay transparency, job turnover intentions and the mediating role of perceived organizational support and organizational justice,” Employee Relations, vol. 44, no. 7, 2022, doi: 10.1108/ER-02-2022-0077.
[37] M. Martini, T. Gerosa, and D. Cavenago, “How does employee development affect turnover intention? Exploring alternative relationships,” Int. J. Train. Dev., vol. 27, no. 1, 2023, doi: 10.1111/ijtd.12282.
[38] P. Galanis et al., “Workload increases nurses’ quiet quitting, turnover intention, and job burnout: evidence from Greece,” AIMS Public Health, vol. 12, no. 1, 2025, doi: 10.3934/publichealth.2025004.
[39] G. Kismono, A. Pranandari, and V. O. Danarilia, “Exploring the complexities of job embeddedness, job engagement and work–family conflict on turnover intention,” International Journal of Organizational Analysis, vol. 33, no. 9, 2025, doi: 10.1108/IJOA-12-2023-4156.
[40] V. Peltokorpi and D. G. Allen, “Job embeddedness and voluntary turnover in the face of job insecurity,” J. Organ. Behav., vol. 45, no. 3, 2024, doi: 10.1002/job.2728.
[41] R. L. Kasdorf and A. Kayaalp, “Employee career development and turnover: a moderated mediation model,” International Journal of Organizational Analysis, vol. 30, no. 2, 2022, doi: 10.1108/IJOA-09-2020-2416.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Journal of Information Systems and Informatics

This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors Declaration
- The Authors certify that they have read, understood, and agreed to the Journal of Information Systems and Informatics (JournalISI) submission guidelines, policies, and submission declaration. The submission has been prepared using the provided template.
- The Authors certify that all authors have approved the publication of this manuscript and that there is no conflict of interest.
- The Authors confirm that the manuscript is their original work, has not received prior publication, is not under consideration for publication elsewhere, and has not been previously published.
- The Authors confirm that all authors listed on the title page have contributed significantly to the work, have read the manuscript, attest to the validity and legitimacy of the data and its interpretation, and agree to its submission.
- The Authors confirm that the manuscript is not copied from or plagiarized from any other published work.
- The Authors declare that the manuscript will not be submitted for publication in any other journal or magazine until a decision is made by the journal editors.
- If the manuscript is finally accepted for publication, the Authors confirm that they will either proceed with publication immediately or withdraw the manuscript in accordance with the journal’s withdrawal policies.
- The Authors agree that, upon publication of the manuscript in this journal, they transfer copyright or assign exclusive rights to the publisher, including commercial rights














